HomeMy WebLinkAbout2020-12-18 Info Packet (FY2022 Proposed Budget)CITY OF IOWA CITY, IOWA
FY2022 Proposed Budget
FY2021 – FY2023 Financial Plan
2021-2025 Capital Improvement Plan
CITY COUNCIL
Laura Bergus
Susan Mims
Mazahir Salih
Pauline Taylor
Bruce Teague
John Thomas
Janice Weiner
City Manager: Geoff Fruin
Assistant City Manager: Ashley Monroe
Finance Director: Dennis Bockenstedt
Assistant Finance Director: Nicole Davies
Budget & Compliance Risk & Assistant to the
Officer Finance Assistant City Manager .
Jacklyn Fleagle Michelle Cook Rachel Kilburg
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished Budget Pre sen ta tion Award
PRESENTED TO
City of Iowa City
Iowa
For the Fiscal Year Beginning
July 1, 2019
Executive Director
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CITY OF IOWA CITY, IOWA
FY2022 Proposed Budget
FY2021 – 2023 Financial Plan
2021 – 2025 Capital Improvement Plan
TABLE OF CONTENTS PAGE
Introduction
City Manager Address…… .......................................................................................................... 9
Strategic Plan .............................................................................................................................. 28
Other Planning Processes ........................................................................................................... 31
General Inform ation ..................................................................................................................... 33
Economic Overview ..................................................................................................................... 37
Organizational Chart ................................................................................................................... 41
Department Summaries .............................................................................................................. 42
Budgetary Fund Structure............................................................................................................ 69
Departments and Divisions by Fund ............................................................................................ 72
Financial Summary
Preparation of the Financial Plan ................................................................................................ 77
Financial and Fiscal Policies ....................................................................................................... 83
Long Range Financial Planning ................................................................................................... 90
All Funds:
Fund Summaries ................................................................................................................... 94
Revenue Summary by Fund ................................................................................................. 99
Revenue Summary by Type .................................................................................................. 100
Expenditure Summary by Fund ............................................................................................. 102
Expenditure Summary by Department .................................................................................. 103
Inter Fund Transfer Schedules ............................................................................................. 104
Personnel Full-Time Equivalents ................................................................................................ 107
General Fund
General Fund Summary .............................................................................................................. 113
Assigned, Committed & Restricted Fund Balance ...................................................................... 124
General Fund Revenues ............................................................................................................. 125
General Fund Expenditures ......................................................................................................... 126
City Council .................................................................................................................................. 127
City Clerk ..................................................................................................................................... 129
City Attorney ................................................................................................................................ 134
City Manager:
City Manager’s Office ............................................................................................................ 137
Communications Office ......................................................................................................... 139
Human Resources ................................................................................................................ 145
Human Rights ....................................................................................................................... 149
Economic Development ........................................................................................................ 154
Climate Action and Outreach ................................................................................................ 160
Finance Department:
Finance Administration ......................................................................................................... 164
Accounting ........................................................................................................................... 172
Purchasing ............................................................................................................................ 176
Revenue ................................................................................................................................ 181
Police Department:
Police Administration............................................................................................................. 184
Support Services ................................................................................................................... 188
Field Operations .................................................................................................................... 193
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Fire Department:
Fire Administration ................................................................................................................ 198
Emergency Operations ......................................................................................................... 203
Fire Prevention ...................................................................................................................... 208
Fire Training .......................................................................................................................... 213
Parks & Recreation:
Parks & Recreation Administration ....................................................................................... 217
Recreation ............................................................................................................................. 222
Park Maintenance ................................................................................................................. 228
Cemetery Operations ............................................................................................................ 236
Library:
Library Operations ................................................................................................................. 239
Library Foundation Office…………………………………………………………………............ 248
Senior Center:
Senior Center Operations ..................................................................................................... 250
Neighborhood & Development Services (NDS):
NDS Administration ............................................................................................................... 260
Neighborhood Services ......................................................................................................... 264
Development Services .......................................................................................................... 277
Public Works:
Public Works Administration ................................................................................................. 285
Engineering ........................................................................................................................... 288
Transportation Services:
Transportation Administration ............................................................................................... 292
Special Revenue Funds
Community Development Block Grant (CDBG) ......................................................................... 297
HOME Grant ................................................................................................................................ 300
Road Use Tax Fund (RUT) ........................................................................................................ 303
Road Use Tax Operations .................................................................................................... 307
Other Shared Revenues .............................................................................................................. 315
Metropolitan Planning Organization of Johnson County (MPOJC) ............................................. 317
Metropolitan Planning Organization of Johnson County Operations .................................... 319
Employee Benefits Fund ............................................................................................................. 326
Emergency Levy Fund ................................................................................................................. 330
Affordable Housing Fund ............................................................................................................. 332
Iowa City Property Management Fund ........................................................................................ 334
Tax Increment Financing (TIF) Districts ...................................................................................... 336
Self-Supporting Municipal Improvement District (SSMID) – Downtown ...................................... 342
Debt Service Fund
Debt Service Fund Summary ...................................................................................................... 347
Debt Schedules ........................................................................................................................... 352
Enterprise Funds
Parking:
Parking Fund Summary ........................................................................................................ 367
Parking Operations ............................................................................................................... 372
Transit:
Transit Fund Summary ......................................................................................................... 380
Transit Operations ................................................................................................................ 384
Wastewater:
Wastewater Fund Summary ................................................................................................. 392
Wastewater Treatment Operations ....................................................................................... 397
Wastewater Debt Service ..................................................................................................... 407
Water:
Water Fund Summary ........................................................................................................... 411
Water Operations .................................................................................................................. 416
Water Debt Service ............................................................................................................... 425 4
Refuse Collection:
Refuse Collection Fund Summary ........................................................................................ 430
Refuse Collection Operations ............................................................................................... 434
Landfill:
Landfill Fund Summary ......................................................................................................... 442
Landfill Operations ................................................................................................................ .447
Airport:
Airport Fund Summary .......................................................................................................... 455
Airport Operations ................................................................................................................. 458
Stormwater:
Stormwater Fund Summary .................................................................................................. 462
Stormwater Operations ......................................................................................................... 466
Housing Authority:
Housing Authority Fund Summary ........................................................................................ 470
Housing Authority Operations ............................................................................................... 473
Capital Projects Fund
Fund Summary …….. .................................................................................................................. 481
Summary by Division ................................................................................................................... 484
Summary by Funding Source ....................................................................................................... 491
Annual Recurring Projects ........................................................................................................... 499
Project Summary by Name .......................................................................................................... 505
Unfunded Projects ....................................................................................................................... 607
Internal Service Funds
Equipment:
Equipment Fund Summary ................................................................................................... 619
Equipment Operations .......................................................................................................... 622
Risk Management:
Risk Management Fund Summary ....................................................................................... 627
Risk Management Operations: ............................................................................................. 629
Information Technology Services (ITS):
ITS Fund Summary ............................................................................................................... 632
ITS Operations ...................................................................................................................... 634
Central Services:
Central Services Fund Summary .......................................................................................... 640
Central Services Operations ................................................................................................. 642
Health Insurance Reserve ........................................................................................................... 646
Dental Insurance Reserve ........................................................................................................... 648
Statistics
U.S. Census Data ......................................................................................................................... 653
Revenue Comparisons:
Property Tax ......................................................................................................................... 654
General Fund ........................................................................................................................ 654
Hotel/Motel Tax .................................................................................................................... 655
Utility Franchise Tax Rates ................................................................................................... 655
Utility Rates ........................................................................................................................... 656
Property Tax Levies ...................................................................................................................... 657
Property Tax Valuations ................................................................................................................ 658
Principal:
Taxpayers ............................................................................................................................. 660
Employers……… .................................................................................................................. 661
Sewer Customers ................................................................................................................. 662
Water Customers .................................................................................................................. 663
Operating Indicators ...................................................................................................................... 664
Department Statistics:
Police .................................................................................................................................... 665 5
Fire……… ............................................................................................................................. 669
Library ................................................................................................................................... 671
Senior Center ........................................................................................................................ 676
Transportation Services ........................................................................................................ 679
Neighborhood & Development Services ............................................................................... 681
Appendix
State Property Tax Reform Impact Summary ............................................................................ 687
Glossary....................................................................................................................................... 689
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Strategic Plan
Budgetary Fund Structure
INTRODUCTION
City Manager Address
Other Planning Processes
General Information
Organizational Chart
Department Summaries
Departments and Divisions
by Fund
Economic Overview
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To the Honorable Mayor and City Council Members,
It is my pleasure to submit Iowa City's operating and capital budget for Fiscal Year 2022. Although
Iowa State Code requires formal adoption of an annual budget, a three-year financial plan (FY
2021-2023) and five-year Capital Improvement Program (2021-2025) are also included for
planning purposes. The budget is one of the most important documents the City prepares
because it identifies the services to be provided and the mechanisms that finance those services.
Although the COVID-19 pandemic presented challenges for seeking public input through the
traditional avenues, this budget was developed based on feedback received throughout the year
from regular planning and engagement efforts, City Council listening posts, the recommendations
of City boards and commissions, and direct input to City Council and staff from stakeholders and
residents. This budget incorporates diverse priorities while adhering to financial best practices
and planning for long-term community needs.
This document aims to provide resources to further the City Council’s Strategic Plan priorities,
implement master plans adopted by Council, and continue Iowa City's tradition of providing a
balanced budget while strengthening core municipal services that our residents value. The budget
contains prudent contingency line items and reserve levels which enable the City to maintain
service levels in the event of unexpected expenditures or revenue shortfalls -- as was the case
with the COVID-19 pandemic which arose during Fiscal Year 2020 and continues to impact the
community. Any future modifications of this budget will be fully disclosed to the City Council and
general public through formal City Council actions at public meetings, in accordance with State of
Iowa law.
Throughout the budget compilation process, staff used the City Council’s Strategic Plan to help
prioritize expenditure decisions. This approach was balanced with recognition that the full financial
impacts of the COVID-19 pandemic are difficult to forecast but will likely continue into Fiscal Year
2022 and beyond. While we remain optimistic that revenue levels will slowly stabilize moving
forward, the proposed budget remains largely status quo due to the broader fiscal uncertainties.
Given the financial challenges many households and businesses are navigating, this budget
recommends no new rate increases and a modest reduction to the City’s property tax rate.
Accordingly, this budget limits the addition of new staff. The adopted Fiscal Year 2021 budget
marked the largest investment in new staff in many years, though many of these positions were
frozen as a result of COVID-19 related budget cuts. Fiscal Year 2022 resources will be directed
towards filling some of these critical vacancies as the City works towards meeting Fiscal Year
2021 authorized staffing levels. This budget recommends a modest addition of 3.00 full-time
equivalent (FTE) positions, which includes two position upgrades (+0.25 FTE Landfill Scalehouse
Operator and +0.25 FTE Buyer I in the Equipment Division) and the addition of a 1.00 FTE full-
time public safety communications specialist in the City Manager’s Office, a 1.00 FTE full-time
civilian supervisor, and a .50 FTE half-time civilian community outreach assistant that will focus
on the immigrant and refugee population, to support the City Council’s police restructuring plan.
Overall, due in part to the City Council’s prudent budgeting over the last decade, Iowa City has
been largely prepared to respond to the pandemic’s financial impacts. Despite no new revenue
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sources and a conservative outlook, this budget still manages to accomplish significant
investments in City Council’s strategic priorities. This budget demonstrates a continued
commitment to aggressive climate action. Through the emergency property tax levy
(approximately $1 million) and departmental dollars, significant progress was made on the City’s
Climate Action Plan during Fiscal Year 2021, including expanding the Climate Action & Outreach
office, launching the Root for Trees program, the first annual Climate Fest, completing the
Wastewater Treatment Plant and Landfill efficiency and methane study, launching new grant
programs for continued energy efficiency improvements in private buildings and homes, and other
year-round public education efforts. The Fiscal Year 2022 budget builds upon this climate action
momentum to expand these initiatives and continue to invest in City LED lighting improvements
and HVAC upgrades, solar energy, the Green Iowa AmeriCorps Program, Community Climate
Action Grants, public engagement, and other opportunities to reduce climate emissions.
Additionally, this budget dedicates resources to support the City Council’s preliminary plan to
restructure the Police Department and invest in prevention, diversion, and co-response efforts
with non-profit community partners, increases the annual Aid to Agencies allocation, raises the
City’s minimum wage for temporary employees to $15.00 per hour, and invests in infrastructure
improvements and a strong capital improvement program.
Investment in Strategic Planning, Master Plans and Core Services
The City Council’s Strategic Plan includes seven goals for a more inclusive, just and sustainable
Iowa City by prioritizing the physical, mental, and economic well-being of all residents:
• Advance Social Justice, Racial Equity, and Human Rights
• Demonstrate Leadership in Climate Action
• Strengthen Community Engagement and Intergovernmental Relations
• Invest in Public Infrastructure, Facilities, and Fiscal Reserves
• Foster Healthy Neighborhoods and Affordable Housing Throughout the City
• Enhance Community Mobility for All Residents
• Promote an Inclusive and Resilient Economy Throughout the City
Significant resources are devoted to all Strategic Plan priorities, including the aforementioned
climate action and adaptation projects, affordable housing, social justice and racial equity,
complete streets, and healthy neighborhoods. Additionally, financial resources are provided to
aggressively implement recently adopted plans that were crafted after robust public input efforts,
including the Bicycle Master Plan, Parks Master Plan, and Climate Action and Adaptation Plan,
alongside a working update to the Affordable Housing Action Plan and the new working plan to
accelerate community policing. Finally, significant resources have been provided to bolster core
service levels in critical areas such as community health and safety, roadways, and utility
infrastructure.
Substantial resources are once again devoted to affordable housing. $1 million is earmarked for
the affordable housing fund, bringing the total for this line item to $4.4 million over five years. This
is in addition to several other City housing rehabilitation grant and loan programs. The City has
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also successfully created supplemental affordable housing revenue streams through fees and
Tax Increment Financing that will bolster our efforts in coming years.
In recent years, the City Council has demonstrated a commitment to strengthening human and
social services in our community, including a notable expansion of the annual Aid to Agencies
program. In Fiscal Year 2020, the City Council doubled (+54%) the Aid to Agencies budget and
again increased the amount in Fiscal Year 2021. This budget includes another 3% increase in
local funds (+$20,250) to bring the total funding (federal and local) for the Aid to Agencies program
to $725,250 in Fiscal Year 2022. This increase was included with the expectation that it will
increase annually to keep pace with inflation and the City’s commitment to social justice and racial
equity.
Examples of other social justice initiatives found in this budget include:
• An increase in the City’s minimum wage to $15.00 effective July 1, 2021 for hourly staff,
which translates to an additional cost of approximately $416,000 in Fiscal Year 2022.
• Continued funding for the Social Justice and Racial Equity grant program and community
partnerships.
• Accessibility improvements, including physical improvements to sidewalks and City parks
and facilities, programming improvements, and funding for the annual community ADA
Celebration.
• Investment in accelerating the City’s community policing efforts, including a co-response
model and prevention, diversion, and outreach initiatives and partnerships.
• Continued expansion of translated City documents and operational resources for
enhanced cultural outreach programming.
• Funds to complete fair housing testing to ensure compliance with federal, state, and local
discrimination laws.
• Implicit bias training for City staff, boards and commissions, local landlords, and the
business community.
• Expanded arts, culture, and recreation opportunities related to social justice and racial
equity, including a pilot Rec & Ride transportation program and a global multi-cultural
celebration at Riverfront Crossing Park.
Master Plans
In addition to the Strategic Plan, the City Council’s adopted Master Plans also play an important
role in the budgeting process. The Parks Master Plan, Natural Areas Plan, Bike Master Plan, and
Climate Action and Adaptation Plan all receive significant funding for implementation in this
budget and particularly in the five-year Capital Improvement Plan. Many of the City’s
sustainability efforts are incorporated into each of these plans. Projects such as tree plantings,
urban forest management (including the chemical treatment of healthy Ash trees), on street bike
facilities, multi-modal roadway improvements, local foods efforts and community gardens, and
waste reduction strategies all continue to be funded, if not expanded.
Over $23 million in the five-year capital improvement plan is budgeted for parks and recreation
projects, many implementing park and accessibility improvements recommended in the Master
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Financial Goals
Maintain focus on the urgency of
the climate crisis and
implementing the Climate Action
and Adaptation Plan.
Continue to dedicate resources
towards advancing City Council’s
Strategic Plan priorities and
adopted Master Plans.
Seek fiscal stability through
competing financial pressures of
the COVID-19 pandemic and the
final years of the phased 2013
tax reform.
Support households and
businesses through the
pandemic’s impact with fixed
rates, fees, and continued efforts
to lower the City’s tax rate.
Plan. The Fiscal Year 2022 budget includes funding for improvements at Chadek Green Park,
Court Hill Park shelter and playground, and an off-road bike trail.
Bike Master Plan projects will continue in 2022. Projects completed in 2020 include bike lanes on
Burlington Street, Dodge Street, and the McCollister Boulevard extension. Ongoing 2020 projects
include bike lanes on Muscatine and Southgate and a lane conversion with bike lanes added on
Keokuk. Projects expected to be completed in 2021 include a sidepath on HWY 6, bike lanes and
sidepath in conjunction with the American Legion Road project, Benton Street bike lanes, a lane
conversion and bike lanes on Gilbert Street, and eight bike boulevards.
Core Services
Significant funds are also devoted to artistic and cultural endeavors, fostering the vibrant
community that makes Iowa City such an attractive place to live and visit. Operational support is
provided for the Englert Theater, FilmScene, Summer of the Arts, City of Literature, Mission Creek
Festival, and Riverside Theatre. Funds contributed to the Iowa City Downtown District are used
for placemaking activities and art installations. The budget also includes continued funding for the
Cyclocross World Cup, Bike to Work Month activities, Juneteenth Celebration, events in parks
with the Neighborhood Centers of Johnson County and MLK Day Celebration, and a global multi-
cultural celebration.
Finally, this budget continues to maintain responsible funding levels for roadway repairs and
equipment replacement. Several important road rehabilitation and reconstruction projects are
planned for 2021, including Melrose Avenue improvements,
planning and design for Court Street reconstruction, Benton
Street rehabilitation, Dodge Street and Orchard Street
reconstructions, and an augmented annual pavement
rehabilitation program. Various water, sewer, and landfill
projects are also planned in accordance with replacement and
maintenance schedules. To address the increasingly evident
reality that many City facilities are substandard and fail to
adequately provide for service expansion needs, this budget
continues to fund our facility reserve account. This long-term
financial planning strategy will help the City fund the next
generation of public facilities without the need for undertaking
significant long-term debt.
Financial Goals
The preparation of this budget document was guided by four
primary financial goals that seek to establish a sound fiscal
strategy for the upcoming year and beyond.
First, as noted above, this budget continues to advance the
City’s commitment to responding to the climate action crisis.
The budget maintains the $.24 emergency property tax levy to
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support an annual dedication of $1 million entirely to initiatives identified in the Climate Action and
Adaptation Plan. Building upon the Fiscal Year 2021 momentum of these initiatives, this budget
expands these efforts while emphasizing the intersectionality of climate action and social equity.
Second, despite new financial challenges, the budget aims to provide sufficient resources for
making substantial progress on City Council’s Strategic Plan priorities and adopted Master Plans.
The preceding pages of this letter outline several investments, which have been prioritized even
amid the pandemic-related uncertainty, to advance each strategic plan objective.
Third, this budget continues to respond to the State’s phased 2013 property tax reform while also
grappling with new financial pressures brought on by the COVID-19 pandemic. As the taxable
percentage of multi-residential rental property values continues to be reduced over the next few
years, there will be increased pressure on the budget. In recent years, the adopted budgets have
contained funding for new initiatives, maintained or improved service levels, and reduced the tax
levy rate through a reduction in the debt service levy. The City’s ability to accomplish these
objectives has been principally due to the robust growth in taxable valuations in recent years. This
growth has offset the losses associated with the property tax reform phased implementation.
However, the sharp drawback in development during the first year of the COVID-19 pandemic
exacerbates concerns about our community’s ability to sustain the same level of valuation growth
through the final years of property tax reform implementation.
State property tax backfill payments currently total $1.55 million annually. This budget was crafted
anticipating the increasingly real possibility that the state legislature will end or phase out backfill
payments to cities and counties. Should the backfill not be funded, the City will be able to maintain
status quo operational funding but will have difficulty meeting growing service demands and
bolstering support for residents and businesses through the pandemic.
Both past budgets and this budget include measures to financially prepare the City before the full
impacts of the tax reform are realized. This not only enables us to shift resources and adjust
operations gradually, avoiding abrupt service disruptions or steep tax rate increases, but also
provides additional protection against a slower economic recovery from the pandemic than
forecasted. An example of this preparation includes the aforementioned Emergency Reserve
Fund, which was created after the tax reform legislation and now has a balance of approximately
$5.2 million. However, while the City has taken such steps to manage the impacts of tax reform,
maintaining service levels will require prudent decisions as the tax reform continues to be phased
in through Fiscal Year 2024 and COVID-19 impacts continue.
Finally, while special attention is given to the overall impact of tax and fee changes on our
community during every budget cycle, this budget was particularly attentive to the financial
struggles our households and businesses are facing amid the pandemic. Overall, the Fiscal Year
2022 impact to households is a 1.8% increase in City taxes and utility fees over Fiscal Year 2021.
This includes a proposed $0.10 decrease in the City property tax rate, a previously approved 5%
increase in water rates which was delayed due to the pandemic, and a state mandated increase
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in the taxable percentage of residential properties. No new utility fee increases or revenue sources
are being recommended.
Community Fiscal Health and Outlook
Iowa City benefits from a strong local economy anchored by the presence of the University of
Iowa and the University of Iowa Hospitals and Clinics. The local economy consists of a diverse
set of successful industries that together help sustain one of the most consistent stretches of low
unemployment rates in the nation. As an organization, the City has a rich tradition of responsible
budgeting policies that has created a strong financial foundation, which has helped the community
weather past economic recessions while sustaining service delivery and continues to serve as a
cornerstone for current pandemic impacts and the community’s future. In 2020, Moody’s Investors
Service reaffirmed its highest quality bond rating (Aaa) for the City’s general obligation debt with
a stable outlook, citing “the city’s very strong liquidity and fund balance that is supported by ample
revenue raising flexibility… reflects our expectations that the city’s financial position will remain
sound. The city’s strong liquidity and budget management will help it mitigate the impacts of
slowed economic activity because of the coronavirus outbreak.” The Moody’s report notes factors
that could potentially drop the City’s bond rating include significant and sustained reduction in
operating reserves or liquidity or growth in pension or debt burdens. Our bond rating is the product
of prudent budgeting and long-range financial planning. Ultimately, our strong financial position
lowers the cost of borrowing and ensures more of our community’s dollars are spent on service
delivery, infrastructure, and Council’s Strategic Plan priorities, rather than interest payments.
Despite the stable financial position of the organization, the public should be aware of the trends,
pressures and opportunities that are shaping Iowa City in various fashions. Our community has
many attributes that attract new residents to our city. A strong job market, good schools that are
benefitting from significant capital investments, and diverse cultural amenities all contribute to the
desirability of our area for families, retirees, and young professionals to make their permanent
homes. New residents, including students, bring a social and economic vibrancy that helps define
Iowa City. The City Council has adopted several policies and initiatives in recent years to maintain
and enhance our positive attributes, considering this population growth. However, population
growth has a profound effect on service delivery, land use, and housing affordability and creates
additional service demands, stresses transportation and utility infrastructure, and impacts critical
quality of life factors. Fortunately, growth in our tax base in recent years has allowed the City to
weather state property tax reforms implemented thus far and devote significant resources to new
programs and grants while maintaining top notch service delivery.
However, we have seen a significant decline in development due to the pandemic and it should
not be assumed that we will quickly return to our strong, historical rate of growth. Looking ahead,
it is anticipated the resulting stagnation or decrease in taxable value may align with what may be
a more drastic multi-residential rollback percentage in the final year of property tax reform
implementation. These compounding influences will challenge the City’s budget in upcoming
years. For this reason, it is imperative that Iowa City continue to move forward with cautious
budgeting and strong reserves that can help soften the blow of a drawn-out recovery or sudden
revenue losses or expenditure jumps. With this approach, I am confident Iowa City can not only
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Fiscal Year 2022 Expenditure Comparison by
Fund Type
excludes transfers
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$-
navigate the impacts of tax reform and the coronavirus but emerge from it in a strong position that
will allow us to continue to invest in services and projects that make our community one of the
most desirable places to grow up, raise a family, and retire.
Fiscal Year 2022 Budget Overview
In preparing this budget document, City staff accounted for the previously-mentioned financial
goals, the Strategic Plan, and adopted master plans. By adhering to these principles and priorities,
the proposed budget balances both the short-term needs and the long-term health and stability
of the community.
The Fiscal Year 2022 City budget includes budgeted expenditures totaling $173,148,380. Of the
total budget, $63,527,009 is for the General Fund, $24,803,470 is directed to Capital Projects
and $56,585,518 is related to the operations of various enterprise or business funds.
A breakdown of the budget by fund type follows:
General Enterprise Special
Revenue Debt Service Capital
Projects
FY2022 $63,527,009 $56,585,518 $15,147,619 $13,084,764 $24,803,470
Iowa City derives the majority of its revenues through property taxes and charges for services.
The following table and pie chart detail Iowa City's revenue mix across all fund types. The increase
in Other City Taxes reflects a one-time drop in hotel/motel tax revenue during Fiscal Year 2021
due to the pandemic and an increase in TIF revenue due largely to rebates beginning in Fiscal
Year 2022 for Foster Road and Hieronymus Square. The increase in Use of Money and Property
is due to revenue drops in Fiscal Year 2021 due to the pandemic and an estimated increase in
interest income. The decrease in Intergovernmental is related to one-time federal COVID relief
dollars in Fiscal Year 2021 and lower state rollback estimate in Fiscal Year 2022. The increases
in both Charges for Services and Miscellaneous also result from COVID-related revenue shortfalls
in Fiscal Year 2021 for decreased charges and fee collections for services such as recreation
programs, parking fees, and code enforcement. Overall, the City’s revenue is projected to
decrease 1.6%.
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All Funds Revenue Sources
Charges for Services
24%
Misc.
4%
Other Financial
Sources
8%
Intergovernmental
20%
Property Taxes
37% Use of Money & Prop
2%
Licenses & Permits
2% Other City Taxes
3%
All Funds Revenue Comparison of FY2021 versus FY2022
FY2021 Revised FY2022
Proposed
Percent
Change
Property Taxes $ 65,849,136 $ 66,956,024 1.7%
Other City Taxes $ 4,900,501 $ 6,832,017 39.4%
Licenses & Permits $ 2,571,490 $ 2,575,470 0.2%
Use of Money & Prop $ 2,360,074 $ 2,846,911 20.6%
Intergovernmental $ 48,148,908 $ 36,389,305 -24.4%
Charges for Services $ 39,134,244 $ 43,668,325 11.6%
Misc. $ 7,127,017 $ 7,971,658 11.9%
Other Financial Sources $ 12,557,981 $ 13,010,825 3.6%
Total $182,649,351 $180,250,535 -1.3%
The same Fiscal Year 2022 information above is displayed in the following pie chart. The chart
shows the heavy reliance on taxes and charges for service to support the various services and
projects contained in this budget.
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Annual Financial Impact to Residential Households
$2,500
$2,000
$1,500
$1,000
$500
$0 FY2017
Property Taxes $922
Stormwater $54
Refuse $191
Sewer - 800 cubic feet $433
Water-- 800 cubic feet $362
Total $1,962
Percent Change 0.3%
FY2018
$930
$54
$205
$433
$362
$1,984
1.1%
FY2019
$900
$54
$229
$433
$380
$1,996
0.6%
FY2020
$901
$60
$229
$433
$399
$2,022
1.3%
FY2021
$869
$60
$240
$433
$399
$2,001
-1.1%
FY2022
$884
$60
$240
$433
$419*
$2,036
1.8%
It is imperative to consider how the overall revenue and expenditure recommendations in this
budget will impact local households and businesses. The proposed property tax rate is $15.67,
the lowest Iowa City tax rate since Fiscal Year 2002. In Fiscal Year 2012, Iowa City's rate was
one of the highest in the State of Iowa at $17.84. The Fiscal Year 2021 rate represents a 12.2%
decrease over nine years. In recent years, tax levy rate reductions have been made possible
predominantly through decreases in property taxes levied to repay debt.
Based on a lower property tax rate and a previously approved 5% increase in the water rate, it is
estimated that in Fiscal Year 2022 a household with $100,000 assessed home value will pay
approximately $3 more per month, or $35 per year, in taxes and fees for basic City services
compared to the previous year. The following bar chart illustrates the estimated overall financial
impact of tax and fee changes to the average household in Iowa City. The table uses $100,000
in assessed home value so the reader may easily calculate tax payments based on their own
home value.
*The FY2022 water rate includes a 5% increase which was originally approved in 2019 to take effect in
FY2021 but was delayed to FY2022 due to the pandemic.
Perhaps the most significant property tax reform provision for Iowa City’s budget is the
reclassification of multi-residential residential properties, none of which is subject to state backfill
payments. Prior to assessment year 2013 (Fiscal Year 2015), multi-residential properties were
classified as commercial and taxed at 100 percent of assessed value. The following graph
illustrates the dropping taxable percentage of multi-residential properties in the coming
assessment years.
17
Taxable % of Multi-residential Residential Properties
100.00%
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
Taxable %
of Multi-Family
FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023
100.00% 95.00% 90.00% 86.25% 82.50% 78.75% 75.00% 71.25% 67.50% 63.75%
Please note that after Fiscal Year 2023, the taxable percentage of multi-residential properties will
drop to match the residential taxable percentage. This percentage has been as low as 44% in
past years and has more recently been in the mid-fifties, which would mean the taxable
percentage of multi-residential properties would see a drop that is nearly double the percentage
decreases seen in recent years. The property tax reform legislation clearly has provided
significant benefit to owners of multi-residential residential properties. However, it will place great
strain on the City’s budget as it is fully implemented. The reduction in the taxable percentage of
apartment building value reduced the City’s overall taxable valuation by over $123 million for
Fiscal Year 2022.
Property Tax Overview
The taxable valuation of property subject to all levies in Iowa City increased 3.2% for Fiscal Year
2022, despite a reduction in the taxable proportion of multi-residential residential properties. New
construction and higher property values have fortunately been sufficient in recent years to make
up for the reduction in house and apartment taxability, though we do not anticipate that trend to
continue in future years.
The budget reflects a reduction of $0.10 in the property tax levy rate, all of which comes from a
reduction in the debt service levy. The emergency levy remains unchanged from Fiscal Year
2021, which is a $0.24 levy generating approximately $1 million for climate action initiatives. This
marks the tenth straight year of property tax rate decreases. We are unaware of any city in Iowa
that has been able to implement tax rate decreases during each of the last ten years. The
reduction in the debt service portion of the property tax levy was largely achieved through recent
debt restructuring and early bond retirement strategies, in addition to the taxable valuation growth.
18
Property Tax Rate, Value, Receipts
$4,000 17.5
$3,500
17
$3,000
$2,500 16.5
$2,000
$1,500 16
$1,000
15.5
$500
15
Tax Val (millions)
It is important to remember that a property owner’s tax bill is a function of property value, the
taxable percentage of the property as determined by the state, and local levy rates from all taxing
bodies. Despite our reductions in the tax levy rate, many, if not most, property owners’ tax bills
have likely increased.
The following chart is provided for a greater historical perspective on Iowa City’s municipal tax
rate and taxable property value. Tax levy rate reductions in recent years were made possible by
prudent debt strategies, operational efficiencies, and valuation growth. The taxable percentage of
residential properties increased incrementally in Fiscal Year 2022 after several years of
decreases.
$0 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022
$2,960 $3,036 $3,137 $3,183 $3,421 $3,543 $3,745 $3,923 $4,258 $4,396 Val % Change 3.93% 2.56% 3.32% 1.46% 7.50% 3.55% 5.72% 4.74% 8.54% 3.24%
Ptax Rate 17.269 16.805 16.705 16.651 16.583 16.333 16.183 15.833 15.773 15.673
Rate % Change -3.21% -2.69% -0.60% -0.32% -0.41% -1.51% -0.92% -2.16% -0.38% -0.63%
The following chart shows a detailed breakdown of the City’s property tax asking for Fiscal Year
2022 compared to the previous year. The debt service levy is reduced by $0.10 and both the
employee benefits levy and emergency levy remained unchanged from Fiscal Year 2021.
Property tax dollars increased approximately 1% over Fiscal Year 2021. Taxable Value (in millions) 19
LEVIES
FY2021 FY2022
Dollars Tax Rate Dollars Tax Rate
per $1,000 per $1,000
General Fund Tax Levies:
General $33,496,592 8.100 $34,212,037 8.100
Transit $3,928,613 0.950 $4,012,523 0.950
Tort Liability $1,201,080 0.290 $1,226,734 0.290
Library $1,116,553 0.270 $1,140,401 0.270
Emergency $992,492 0.240 $1,013,690 0.240
Subtotal: $40,735,330 9.850 $41,605,385 9.850
Agland Levy $4,281 3.003 $4,361 3.003
General Fund Property Taxes $40,739,611
3.344
$41,609,746
3.344
Special Revenue Levies:
Employee Benefits $13,829,337 $14,124,714
Subtotal: $13,829,337 3.344 $14,124,714 3.344
Debt Service $10,896,404 2.578 $10,791,468 2.478
Total City Levy Property Taxes: $65,465,351 15.773 $66,525,928 15.673
% Change from prior year 1.92% -2.16% 1.62% -0.63%
SSMID Levy $356,980 2.000 $430,096 2.000
Total Property Taxes $65,822,331 ---- $66,956,024 ----
Despite the continued efforts to reduce Iowa City’s
property tax rate, our community is still on the higher side
of cities in Eastern Iowa. Iowa City’s higher rate reflects
enhanced levels of public services (e.g. full-time fire
department, senior center, human rights, transit and
library levies, etc.), unique state or federal mandates (e.g.
public safety pension contributions), and other factors,
such as a significant number of University of Iowa
affiliated tax-exempt properties within the jurisdiction.
When compared to the ten largest cities in Iowa, Iowa City has moved from one of the highest tax
rates in the state to the middle of the pack. Continued emphasis on a competitive tax rate will help
facilitate a COVID-related economic recovery and additional growth in future years through a
more affordable environment for residents and businesses. Looking ahead, it is likely Iowa City’s
property tax rate will settle at or near the Fiscal Year 2022 level.
General Fund Overview
The General Fund, which includes services such as police, fire, parks and recreation, and general
government, represents approximately one third of the total budget. General Fund operations are
FY2021 Municipal Property Tax
Rates in Eastern Iowa
North Liberty $11.03
Coralville $14.31
Cedar Rapids $15.65
Iowa City $15.77
Davenport $16.78
20
largely supported by property taxes, which constitute approximately 69% of the total revenue in
this fund. A complete breakdown of General Fund revenue sources can be viewed in the following
pie chart.
On the expense side, General Fund operations largely consist of personnel related expenses. In
the Fiscal Year 2022 budget, an estimated 75% of General Fund expenditures are personnel-
related. A summary of General Fund expenditures by category can be viewed in the following
pie chart.
Rising salary and benefit costs (generally 3-4% annually), increased expenses for supplies and
materials, and increased service demands that result from a growing population make prioritizing
General Fund expenditures crucial. Recognizing the increasing service demands, this budget
aims to prioritize filling previously authorized vacant staff positions which were frozen due to the
pandemic and recommends a modest addition of 2.50 FTE property tax supported staff positions.
Though this proposed budget is the tenth consecutive recommended reduction in the property tax
FY2022 General Fund Revenues & Other Financing Sources
Charges for Fees
& Services
excludes transfers
Miscellaneous
11%
Other Financing
Sources
1%
2%
Use of Money &
Intergovernmental
7%
Property
2% Licenses & Permits
4% Property Taxes Other City Taxes 69%
4%
FY 2022 General Fund Expenditures by Category
excludes transfers
Services
18%
Personnel
75%
Contingency
1%
Supplies
3%
Capital Outlay
3%
21
rate, the reduction is in the debt service levy and has minimal impact on the General Fund. Staff
remains committed to identifying efficiencies that strengthen our operation while continuing to
provide the services our community expects and aligning activities with the Council’s Strategic
Plan.
Enterprise / Business Fund Overview
Enterprise or Business Funds refer to specific operations intended to be self-sustaining, or without
the need for subsidy from property taxes or revenue sources other than collected fees that are
directly related to the operation. The budgeted revenues, expenditures, and corresponding fund
balances are detailed in the following table.
Fund
Estimated
Revenues
Transfers
In
Budgeted
Expenditures
Transfers
Out
Estimated
Fund
Balance
6/30/22
Restricted,
Committed,
Assigned
Unassigned
Fund
Balance,
6/30/2022
Unassigned
Balance as
% of Rev &
Trans In
Parking 5,977,526 890,000 3,876,341 2,057,535 1,213,100 0 1,213,100 18%
Transit 11,360,399 5,030,840 12,222,897 885,433 10,561,636 5,131,700 5,429,936 33%
Wastewater 12,630,210 3,680,795 10,036,454 6,036,495 24,830,493 10,674,758 14,155,735 87%
Water 10,815,680 3,181,237 9,272,921 4,069,237 12,675,393 6,682,875 5,992,518 43%
Refuse 3,936,670 6,500 4,033,627 0 980,065 0 980,065 25%
Landfill 7,329,338 1,361,409 5,731,930 1,582,471 26,312,311 24,754,149 1,558,163 18%
Airport 373,100 100,000 372,257 32,500 299,005 236,156 62,849 13%
Stormwater 1,744,660 1,501,200 648,988 2,990,000 1,011,187 399,000 612,187 19%
ICHA 10,656,382 0 10,390,103 51,836 6,185,850 1,341,814 4,844,036 45%
Each of the City's enterprise funds are in varying, yet stable conditions. A 5% water rate increase
that was approved in 2019 to take effect in Fiscal Year 2021 was delayed due to the pandemic
and will take effect beginning in Fiscal Year 2022 instead.
Recognizing the financial pressures many households and businesses are facing due to impacts
from COVID-19, no other new rate or fee increases are being recommended for the Fiscal Year
2022 budget.
Capital Improvement Plan Highlights
The capital budget for Fiscal Year 2022 totals $24,803,470 and the five-year CIP totals
$184,333,930. The majority of CIP projects in the five-year period improve the local transportation
network, municipal utility system, and public parks and open spaces. The five-year program
continues to reflect the City Council’s priorities established in previous fiscal years. As funding
allows, other non-committed dollars are directed toward critical infrastructure projects and
initiatives that address the City Council’s strategic plan priorities.
22
Staff is projecting general obligation bond issues of $12.4 million in Fiscal Year 2022 and $12.1
million in Fiscal Year 2023, including 2% for bond issuance costs. The use of general obligation
bonds is required to carry out the projects that are being recommended. The level of bonding
projected is well below the thresholds established by the State of Iowa and is consistent with Iowa
City’s own internal debt policies.
In addition to annual projects that require significant resources such as water and sewer main
replacements, fire truck replacements, annual street overlays, facility projects, and curb ramp
replacements, the five-year Capital Improvement Plan includes several notable projects.
Examples of significant projects planned for the coming calendar years include the following
(many projects will span multiple years):
2021
• Bicycle Master Plan Improvements
(each year of the CIP)
• Benton Street rehabilitation
• Melrose Avenue improvements
• Curbside collections automated truck
• Smart parking meter replacements
• Highway 6 Trail extension
• Glendale Park improvements
• Pedestrian Mall playground replacement
• City Park ball field improvements
Landfill
5%
Transit & Parking
13%
Water/Wastewater/Stormwater
18%
Culture & Rec
14%
Public Safety
3%
Streets, Bridges, and
Traffic Engineering
45%
Community & Economic
Development
0%
Airport
2%
Capital Improvement Projects by Category 2021-2025
23
2022
• Rochester Avenue reconstruction
• Chadek Green Park improvements
• Court Hill Park improvements
• Whispering Meadows Park
improvements
• Gilbert Street Bridge replacement
• Off road bike trail development
• Fairchild Street Reconstruction
• Parking ramp automated equipment
2023
• Willow Creek Trail replacement
• Kiwanis Park improvements
• Happy Hollow Playground Replacement
• Dubuque Street reconstruction
• Mercer Ball Diamond improvements
• Court Street Reconstruction
• Rohret South Sewer
• Wastewater Digester Complex
rehabilitation
• Future Landfill Cell
• Kirkwood to Capitol Street connection
• Transit facility relocation
• Recreation Center ADA restrooms
• Landfill building replacement
2024
• Dodge Street reconstruction
• Park Road reconstruction
• North Gilbert Street reconstruction
• Hunter’s Run Park improvements
• Landfill Dual Extraction System
Expansion
• Airport apron expansion
• Upper City Park shelters and
playgrounds
• Palisades or Stone Bridge Park
development
• Library furnishings replacement
2025
• Highway 6 trail extension
• Lower City Park shelters & restroom
replacement
• City Park pool replacement
• Taft Avenue reconstruction
• Burlington Street bridge replacement
• Hickory Hill Park shelters and restroom
• Napoleon Park softball field renovation
• ADA elevator improvements
• Happy Hollow, Benton Hills, College
Green Parks playgrounds
Debt Service
The City Council’s Debt Management policy includes a goal that outstanding general obligation
and tax increment revenue bonded debt not exceed 0.75% of total assessed property valuations.
This follows financial best practices for Aaa rated communities. At the end of Fiscal Year 2022,
outstanding debt is projected to be just under 1% of valuations.
24
The State of Iowa limits city debt to no more than 5% of the total assessed value of taxable
property within the corporate limits as established by the City Assessor. The budget anticipates
an outstanding debt of $68 million at Fiscal Year 2022 year-end, which is less than 1% of total
valuations and well below the State of Iowa threshold. Considering these figures, Iowa City is
carrying debt equal to roughly 19% of the allowable level.
Iowa City's internal fiscal policy specifies that the debt service levy shall not exceed 30% of the
total property tax levy. The Fiscal Year 2022 budget includes a debt service levy that is
approximately 16% of the total levy. The proposed budget recommends a reduction in the debt
service levy of $0.10.
The chart below tracks outstanding general obligation and TIF revenue debt and outstanding debt
as a percentage of total valuations.
The budget continues to reflect prudent borrowing practices, which help preserve financial
flexibility and ultimately lower the cost of borrowing. Over the last several years, Iowa City has
worked to reduce its debt load, which in turn has allowed the City to devote more financial
resources to service delivery and fewer resources to interest payments. Recent early general
obligation bond redemptions include $2.1 million in Fiscal Year 2016, $2.2 million in Fiscal Year
2017, $5.5 million in Fiscal Year 2018, and $3.9 million in Fiscal Year 2019. These early
redemptions save the City a significant amount in interest expense, allowing these funds to be
used to support public services rather than servicing debt payments.
0.00% *FY23
$69.1
0.95%
FY15 FY16 FY17 FY18 FY19 FY20 *FY21 *FY22
$62.0 $57.9 $66.8 $66.9 $67.4 $68.2 $66.8 $68.0
1.28% 1.17% 1.25% 1.22% 1.14% 1.11% 0.97% 0.96%
FY14
$67.1
1.44%
$0.0 FY13
Debt (millions) $61.2
% of Val 1.33%
0.20% $10.0
0.40% $20.0
0.60% $30.0
0.80% $40.0
1.00% $50.0
1.20% $60.0
1.40% $70.0
1.60% $80.0
General Bonded Debt Outstanding
and Percent of Total Valuation Millions of Dollars ($) 25
Internal Service Fund Highlights
Internal Service Funds serve needs that are internal to the City as an organization. These are
non-budgetary funds and are an internal financing mechanism for operations such as vehicle
replacement and information technology services. Expenditures made from these funds are
charged back to departments.
All funds are in good condition with healthy balances. Strong balances create reserves that can
provide flexibility to deal with unexpected costs or opportunities.
Looking Ahead
In summary, this year’s budget was developed based on a conservative optimism that revenue
levels impacted by the pandemic will begin to stabilize but also a recognition that the revenue
sources will continue to be affected by 2013 reforms at the state level concerning commercial
property taxes, the tax classification of multi-residential buildings, and the allowable growth
percentage. The statewide changes will disproportionately affect growing communities with large
multi-residential residential markets like Iowa City. Additionally, we are aware that the recent pace
of development is not likely to be sustainable over the next few years.
Although we must remain cognizant of these revenue trends, the City is currently in a secure
financial position. While the permanent resources and positions added through the previous
budget was a bold reflection of the economic climate during that time, this budget assumes a
more status quo approach in order to maintain these previously established, excellent service
levels. The Fiscal Year 2022 operating budget continues to prioritize funding for Strategic Plan
initiatives and projects that support our community’s values. Capital investments continue to focus
on addressing deferred maintenance and preparing to respond to new capital opportunities.
It cannot be understated how rare the flexibility to invest millions of dollars in climate action
initiatives, social justice and racial equity, affordable housing, historic preservation, and public
health and crisis services is for a municipal government. These audacious undertakings are being
accomplished as we continue to address deferred road, facility, and park maintenance, fill staff
positions to serve a rapidly growing community, invest in healthy reserve funds, and tackle the
challenge of aggressive multi-residential residential rollback rates. The ability to accomplish these
goals simultaneously is an exceptional financial feat and our community should be very proud.
The capacity to fund these initiatives is the direct result of decades of prudent financial planning
by City Councils and staff.
Conclusion and Acknowledgements
This budget document reflects Iowa City’s focus on providing high quality municipal services in a
fiscally responsible manner. It was crafted with guidance provided by the City Council through the
Strategic Plan and adopted Master Plans.
The City’s financial condition remains strong despite recent, unexpected challenges and our
reserve levels provide sufficient flexibility in the event of such unexpected conditions. While
property tax reform and unknown, long-term economic impacts from the pandemic will create
funding challenges in the upcoming years, with proper planning and realistic priority setting, the
City will be able to achieve our long-term goals.
26
In conclusion, I would be remiss if I did not acknowledge the efforts of our department heads,
supervisors, and staff in submitting thoughtful and responsible spending plans for the coming
year. I would like to specifically recognize the efforts of the Finance Department, led by Finance
Director Dennis Bockenstedt. Additionally, I would like to recognize the hard work and analysis of
Assistant Finance Director Nicole Davies, Budget and Compliance Officer Jacklyn FIeagle, and
Risk and Finance Assistant Michelle Cook. The budget review team also consisted of Assistant
City Manager Ashley Monroe and Assistant to the City Manager Rachel Kilburg.
The individuals noted above worked extremely hard as a team to pull this proposal together and
I am extremely proud of the work they have performed to present you with what I feel is a very
strong and fiscally prudent proposal.
Sincerely,
Geoff Fruin
City Manager
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City of Iowa City
Strategic Plan
Strategic Plan and the Financial Plan
This Three-Year Financial Plan for fiscal years 2021 through 2023 and the fiscal year 2022
budget were prepared with a strategic plan serving as a guide. In preparing the financial plan
and budget, the City recognized the impact that funding decisions would have on future
progress to the organization’s stated priorities in the plan. As a result, this budget aims to
provide resources that accomplish the following objectives:
1. Respond to climate crisis and implement Climate Action and Adaptation Plan, and
2. Provide resources to make significant progress in implementing City Council’s other
Strategic Plan priorities and adopted Master Plans, and
3. Balance expanding service needs and community priorities with declining taxable value
of apartment buildings, and
4. Consider the overall effect of changes on household budgets including taxes, fees, and
School District/County needs.
The following is a summary of the City Council’s strategic plan priorities and initiatives that were
adopted by the City Council.
Strategic Plan Priorities
This Strategic Plan intends to foster a more Inclusive, Just and Sustainable Iowa City.
1. Advance Social Justice, Racial Equity, and Human Rights
2. Demonstrate Leadership in Climate Action
3. Strengthen Community Engagement and Intergovernmental Relations
4. Invest in Public Infrastructure, Facilities and Fiscal Reserves
5. Foster Healthy Neighborhoods and Affordable Housing Throughout the City
6. Enhance Community Mobility for All Residents
7. Promote an Inclusive and Resilient Economy Throughout the City
Strategic Plan Projects, Programs, Policies and Initiatives
Advance Social Justice, Racial Equity, and Human Rights
• Ensure City progress towards increasing diversity of staff in a manner that is reflective of
community demographics
• Complete the phased effort to raise the minimum wage for temporary employees to $15.00
per hour by July 1, 2021
28
• Continue emphasis on human rights-based training for city employees, boards and
commissions, and the community
• Establish priorities and ensure resources for increased access and translation of critical
city messages
• Continue partnerships with community organizations through the City’s Social Justice and
Racial Equity grant program
• Develop a coordinated effort across City departments to expand social and recreational
programming for special populations
Demonstrate Leadership in Climate Action
• Adopt and begin implementation of the Accelerating Iowa City’s Climate Actions Report
• Track and effectively communicate progress toward reaching the Intergovernmental Panel
on Climate Change’s (IPCC) carbon emission reduction targets adopted locally by the City
Council in 2019
Strengthen Community Engagement and Intergovernmental Relations
• Initiate a redesign of the City’s website
• Pursue creative engagement techniques with a focus on reaching diverse populations and
neighborhoods
• Work collaboratively with other local governments and strengthen ties with our state and
federal elected delegation
Invest in Public Infrastructure, Facilities and Fiscal Reserves
• Carefully prepare for significant financial challenges projected during the final years of
State property tax reform mandates through fiscal year 2024
• Strive to continue to reduce the City’s overall property tax rate
• Evaluate Local Option Sales Tax and other alternative revenues that may be needed to
achieve Iowa City’s strategic objectives and reduce reliance on debt and property taxes
• Develop a long-term plan to improve the pavement condition of City streets
• Initiate physical and financial planning efforts to modernize and expand critical public
facilities
• Consider establishing a cost of development framework that can help guide decisions on
how best to accommodate future growth
Foster Healthy Neighborhoods and Affordable Housing Throughout the City
• Identify new efforts to expand and adapt the City’s affordable housing and neighborhood
improvement strategies to meet long-term needs throughout the community
• Consider and adopt the South District form-based code and ensure it can be adapted to
other parts of Iowa City
• Continue implementation of the Parks Master Plan and complete an accompanying
Recreational Facilities Master Plan
• Monitor and report biannually on building and rental permit trends in the former rental cap
neighborhoods
29
• Support neighborhood activities and improvements that create vibrant, creative spaces
and inspire a sense of place and community
Enhance Community Mobility for All Residents
• Continue implementation of the City’s Bicycle Master Plan and pursue Gold Bicycle
Friendly Community status from the League of American Bicyclists
• Complete the Iowa City Area Transit Study, pursue recommended changes, and evaluate
implementation outcomes, to ensure community needs are met by system changes
• Ensure ease and safety of travel for residents and visitors through expansion of
accessibility measures, improved connectivity, and use of adopted complete streets
design standards
Promote an Inclusive and Resilient Economy Throughout the City
• Through collaboration with local partners, increase opportunities for marginalized and low-
income populations to obtain access to skills training, good jobs and affordable childcare
• Encourage healthy, diverse, and sustainable economic activity throughout Iowa City,
including taking steps to invigorate neighborhood commercial districts and create new
small neighborhood commercial nodes
• Effectively support growth and promotion of small locally-owned businesses, women and
minority-owned businesses, and the local foods economy
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City of Iowa City
Other Planning Processes
Comprehensive Plan/District Plans - The City of Iowa City Comprehensive Plan, titled Iowa
City 2030, was adopted in the summer of 2013; it presents a vision for Iowa City, provides a
strategy for realizing the vision and sets policies for the growth and development of specific
geographic areas of the city. The Comprehensive Plan guides decisions on planning and
development issues as they arise. The plan evolves as amendments are made.
The plan divides the community into ten planning districts. Detailed plans will be conducted for
each planning district to address the unique issues, features and goals of the different parts of
the city. This process involves extensive citizen participation so that the people of Iowa City help
determine the future of their community. Once adopted by the City Council, the district plans
become part of the Iowa City Comprehensive Plan.
Airport Strategic Plan - The Iowa City Municipal Airport exists to serve the general aviation
needs of the greater Iowa City community. This strategic plan is to guide the direction of the
Iowa City Municipal Airport and is updated every five years. Through implementation of the Iowa
City Municipal Airport Master Plan and FAA Airport Layout Plan, facilities will be maintained and
upgraded to comply with the latest safety features and FAA regulations.
Fire Strategic Plan - The Iowa City Fire Department’s Strategic Plan sets forth a
comprehensive vision and mission statement that provides the agency with a clear path into the
future. Additionally, this strategic plan identifies the core values that embody how the agency’s
members, individually and collectively, will carry out the agency’s mission. In the plan, the ICFD
identifies its goals, objectives, and strategies that will allow the agency to realize its vision.
Capital Improvement Plan – The five-year capital improvement program is developed and
updated annually through a process involving all City departments in the collection and review
of the capital improvement needs of the City. The plan reviews, plans, and prioritizes the capital
replacement and capital expansion needs of the City in coordination with the City’s financial
strengths. The first year of the City’s five-year capital improvement plan is integrated into the
City’s financial plan in the Capital Projects Fund section.
Climate Action and Adaptation Plan – The plan is intended to define the community’s climate
challenges, and the challenges and opportunities it faces in meeting climate and GHG reduction
goals; serve as a mechanism to tie together the City’s sustainability initiatives, strategies and
plans with the community’s goals; establish a set of climate action strategies, implementation
plans and metrics for measuring progress, lowering community-wide greenhouse emissions and
activating and engaging residents, businesses and institutions with positive actions and tangible
benefits; and analyze implementation strategies using Iowa City’s equity toolkit in order to
ensure benefits for all members of the community.
Park Master Plan - The Iowa City Parks Master Plan is intended to help meet the needs of
current and future residents by positioning Iowa City to build on the community’s unique parks
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and recreation assets and identify new opportunities. The community-driven plan establishes a
clear direction to guide city staff, advisory committees, and elected officials in their efforts to
enhance the community’s parks system, outdoor recreation spaces and services.
Natural Areas Master Plan - The Natural Areas Master Plan includes assessing ecological
health of city-owned natural areas and developing a ten-year Master Plan for natural area
improvements and maintenance that maximizes the ecological health and benefits of these areas.
Iowa City Public Library Strategic Plan – The Library’s strategic plan establishes the library’s
long range values, objectives, and goals. The plan also establishes three primary goals
including connecting people to information essential for daily living and offering them
opportunities for enjoyment and personal growth; encouraging discovery, learning, and greater
participation in community life; and contributing to the quality of life in Iowa City by offering
opportunities to explore diverse ideas, to exercise imagination, and to express creativity. The
library strategic plan is updated every five years.
Long-Range Transportation Plan - The Long-Range Transportation Plan is the transportation
vision for the community. The Long-Range Transportation Plan provides a basis for the
programming of projects for all modes of federally-funded transportation. The Long-Range
Transportation Plan is consistent with the land use plans of the City, is subject to a public
comment process, and reflects priorities for the City that can be translated into politically and
financially feasible transportation projects. The Federal requirement is that Long Range Plans
are revised and adopted every five years.
Iowa City Bicycle Master Plan - Iowa City has completed a Bicycle Master Plan that builds
upon other City planning efforts to expand the role that bicycling plays in achieving the City’s
stated goals for transportation, economic development, neighborhood livability, community
identity, safety, environmental preservation, and health and wellness. The goal is to create a
Bicycle Master Plan that identifies and prioritizes bicycle improvements based on existing
conditions, adopted plans and policies, and the particular needs of bicyclists in Iowa City
gathered through public input. The plan will focus on identifying near- and long-term strategies
and prioritized actions for increasing bicycle ridership, comfort, connectivity, and safety for
bicyclists of all ages and abilities, creating a framework for expanding Iowa City’s bicycle
network. This includes identifying a set of timely actions and improvements to achieve a Bicycle
Friendly Community ‘Gold’ status.
Facilities Space Needs Study and Master Plan - The plan primarily includes the visual
observation and assessment of spaces and systems that comprise each of the City facilities
involved, the understanding and prioritization (by facility) of facility space and system needs,
recommendations for space and systems improvement (as determined necessary), and
recommendations for improved facility energy efficiency (as needed).
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General Information
Form of Government
The City has seven (7) Council members, who serve staggered, four-year terms. Four
(4) Council members are "at-large" and are nominated by all voters and elected by all
voters. Although the three (3) "district" Council members (Districts A, B, and C) are
nominated solely by voters within their districts and any primary is held only within the
district, they are elected by voters city-wide. Council elections are held in odd-numbered
calendar years. Council members select the Mayor from among themselves at their first
meeting of the calendar year after each city council election. The Mayor is a voting
member of the council and has no veto power. The Mayor is the official representative of
the City, presiding officer of the Council and its policy spokesperson. The City Council is
the legislative body and makes all policy determinations for the City through the
enactment of ordinances and resolutions. It also adopts a budget to determine how the
City will obtain and spend its funds. The Council appoints members of boards,
commissions and committees.
The City Manager is the chief administrative officer for the City and is appointed by the
City Council. The City Manager implements policy decisions of the City Council and
enforces City ordinances. In addition, the City Manager appoints and directly supervises
the directors of the City's operating departments and supervises the administration of the
City's personnel system and further supervises the official conduct of City employees
including their employment, training, compensation, reclassification, discipline and
discharge. The City Manager also oversees administration of City contracts, execution of
public improvements, as well as construction, improvement, and maintenance of all City
facilities. The City Manager prepares a proposed annual budget and submits it to the
City Council for consideration and final approval consistent with State law, along with
presenting recommendations and programs to the City Council.
The City Attorney is appointed by the City Council and works at the direction of the City
Council. The City Attorney supervises the City Attorney's Office, including four Assistant
City Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City
Council, City Manager, the various City departments and staff, and most City
commissions, committees and boards. The City Attorney also reviews and approves
proposed City ordinances, resolutions, contracts, and other legal documents; oversees
property acquisition needed for public improvements; prepares legal opinions for Council
and City staff; and represents the City in litigation in which the City is involved, including
violations of City ordinances.
The City Clerk is appointed by the City Council, reports directly to the Council and
attends all City Council meetings. The City Clerk is charged with custody of deeds,
contracts and abstracts. The Clerk's office is responsible for the keeping of all
ordinances, resolutions, minutes and the Iowa City City Code. The office publishes
public notices, ordinances and minutes as required by law. The City Clerk's office assists
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both staff and the general public in researching information. Taxi company licenses and
driver authorization, dancing permits, outdoor service areas, cigarette licenses,
beer/liquor licenses, and cemetery deeds are issued from the Clerk's office. City
subdivision files, project files, the Domestic Partnership Registry, and an index of
Council proceedings are also maintained in the office. The Clerk's office also provides
staff and support for the Community Police Review Board.
Community Profile
Location & Transportation: The City serves as the County seat for Johnson County. The
City lies at the intersection of Highways 80 and 380. The City is approximately 115 miles
east of the City of Des Moines, 20 miles south of the City of Cedar Rapids and 55 miles
west of the City of Davenport. The Iowa City Municipal Airport is a general aviation
airport on the south side of the City. The Cedar Rapids Airport, located 20 miles from
downtown Iowa City is served by a number of national and regional air carriers. Rail
service is provided by the mainline of the Chicago, Rock Island and Pacific Railroad. The
Iowa City Transit, Coralville Transit, and the University of Iowa’s Cambus system
provides public transportation to the metropolitan area.
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Iowa City by the Numbers:
• Population 67,862
• Land Area 25.01 square miles
• Average Persons Per Household 2.24
• Bachelor's Degree or Higher 59.9%
• Average Temperature 50.0°F
• Average High Temperature 59.6°F
• Average Low Temperature 40.4°F
• Average Precipitation 36.3"
Source: US Census Bureau (2010 Census & QuickFacts) and Weatherbase (November
2020)
Iowa City: Best Of...
Area Recognition & Accolades 2020
• Iowa City ranked #1 for Best College Town in America by Reviews.org
• Iowa City named One of the Best Cities for Creatives, Thrillist.com
• Iowa City ranked #2 Most Fitness-Friendly Places for 2020, Smart Asset
• Iowa City ranked #4 Best Place to Live in America by Livability.com, 2019
• Iowa City ranked #3 Best City for Recent College Grads, Business Insider, 2019
• Iowa Ranked 2nd Best State for Opportunity by U.S. News and World Report
• Iowa City earned the top score for municipal support of LGBTQ rights – Human
Rights Campaign’s 2018 Municipality Equality Index
Education: Public education to the City is provided by the Iowa City Community School
District, with certified enrollment of 14,571 for the 2019-20 school year. The district
operates twenty elementary schools, three junior high schools, three senior high
schools, and one alternative school for ninth through twelfth graders. Education is also
provided through the Clear Creek – Amana Community School District, with certified
enrollment of 2,488 for school year 2019-20. Iowa City is also home to Regina Catholic
Education Center, a private Catholic institution, Willowwind School, a private K-8 school,
and Preucil School of Music, specializing in the Suzuki method of instruction. Four year
college programs and vocational training are available throughout the area including
University of Iowa and Kirkwood Community College.
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Health Care: The City has top-notch health care with the University of Iowa Hospital and
Clinics, Iowa City VA Medical Center, and Mercy Iowa City. University of Iowa Hospitals
and Clinics (UIHC) is a 700+ bed comprehensive academic medical center and
represent more than 200 outpatient clinics and care areas. In addition to providing
primary care, UIHC offers services in more than 200 specialties. The Iowa City VA
Medical Center (ICVAMC) services are available to more than 184,000 veterans in
Eastern Iowa, Western Illinois, and Northern Missouri. ICVAMC provides a broad range
of inpatient and outpatient health care services. Mercy Iowa City is a regional referral
center and community hospital serving southeast Iowa. Mercy services include heart and
vascular care, orthopedic care, maternity care, cancer care, digestive services, general
surgery, emergency care, and more.
Culture: The City hosts a jazz festival each year that attracts music enthusiasts from
both near and far. The annual Iowa Arts Festival features the state's best visual art,
music, and food. Iowa City is also home to several community theaters, including
Riverside Theatre's Shakespearean stage. Located in City Park, this open-air theater
presents shows under the stars. Iowa City is also home to the recently restored historic
Englert Theatre downtown and also has a vibrant Iowa City Community Theatre. In Iowa
City the University of Iowa’s Hancher Auditorium showcases Broadway productions and
other entertainment events.
History:
Iowa City was created by an act of Legislative Assembly of the Iowa Territory on January
21, 1839, fulfilling the desire of Governor Robert Lucas to move the capital out of
Burlington and closer to the center of the territory.
Commissioners Chauncey Swan and John Ronalds met on May 1, 1839, in the small
settlement of Napoleon, south of present-day Iowa City, to select a site for the new
capital city. The following day the commissioners selected a site on bluffs above the
Iowa River north of Napoleon, placed a stake in the center of the proposed site and
began planning the new capital city.
By June of that year, the town had been platted and surveyed from Brown Street in the
north to Burlington Street in the south, and from the Iowa River eastward to Governor
Street.
While Iowa City was selected as the territorial capital in 1839, it did not officially become
the capital city until 1841; after construction on the capitol building had begun. The
capitol building was completed in 1842, and the last four territorial legislatures and the
first six Iowa General Assemblies met there until 1857, when the state capital was
moved to Des Moines.
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Economic Overview
The Iowa City economy
experienced consistent
annual growth from 2010
through 2018; real GDP
grew in thirty-six consecutive
quarters up until that time. A
decline in GDP occurred in
2019 due to the international
trade wars which broadly
impacted the Midwest
region. The resumption of
growth in 2020 is uncertain,
due to the onset of the
COVID-19 pandemic.
(Source: Bureau of
Economic Analysis)
Iowa City’s employment
picture has fared better
than the state as a
whole over the past ten
years, and its
unemployment rate
continues to remain
below state and national
levels. As of February
2020 (preliminary), the
Iowa City Metropolitan
Statistical Area (MSA)
was the third lowest
unemployment rate of
all MSAs nationally.
(Source: Bureau of
Labor Statistics)
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The growth in
assessed property
value has averaged
4.55% over the last
ten years. The growth
in taxable value has
averaged 4.54% in
that same timeframe
and has been in part
by increases in the
state-mandated
“rollback”; a higher
percentage of
residential properties’
value is taxable.
*Assessed valuations before rollback; military exemptions deducted; includes TIF; excludes gas & electric utilities and Taxable
valuations after rollback, military exemptions deducted, includes TIF, excludes gas & electric utilities
Tax collection year displayed
(Source: Iowa Department of Management)
The State of Iowa limits the
portion of a property’s value that
is taxable, known as the
assessment limitation order or
“rollback”. This system is
intended to limit the amount
taxable value can increase in any
one year. Taxable value can
differ by property class (e.g.
residential, commercial,
agricultural, and industrial); for
City revenue streams, this most
notably affects the taxable value
of residential properties.
The portion of residential properties’ assessed value that is taxable hit a low point in fiscal year 2009,
when forty-four percent of residential property values were taxable. This percentage has increased
steadily for several consecutive years and decreased the last year. However, this has coincided with
slower assessed value growth and an Iowa Supreme Court decision allowing some apartment
complexes previously taxed as commercial properties to reorganize as residential cooperatives.
Currently, ninety percent of a commercial property’s assessed value is taxable, meaning that as
apartment complexes are reclassified as residential, the revenue the City realizes in property taxes
from these complexes drops by approximately half. As Iowa City has more multi-unit apartment
buildings per capita than elsewhere in the state, this decision disproportionately affects Iowa City’s tax
base.
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The value of building permits issued
reached an all-time high of $388
million in 2016. The value of
building permits was at $232 million
in 2019, which was still above the
ten-year average of $185 million.
One measure of local economic
health is hotel/motel tax
receipts. The City uses
hotel/motel tax receipts to
augment funds for public safety,
parks & recreation services, and
the Convention & Visitors
Bureau. Generating revenue
from non-Iowa City residents
reduces the tax burden on
residents. Fiscal year 2020
revenues are down due to the
onset of the COVID-19
pandemic.
*FY14 is first period reported on an accrual bases.
In 2009, the State of Iowa enacted
legislation establishing cities’ right to
impose a franchise tax on gas and electric
utilities. On February 16, 2010, the City
Council passed and approved an
ordinance establishing a one percent
(1%) tax. Of the $884,000 for fiscal year
2020, $532,000 funded a portion of the
operational costs associated with Fire
Station #4 and maintenance of street
right-of-way.
*FY14 is first period reported on an accrual basis.
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Iowa City’s levy
rate dropped
approximately
four-tenths of a
percent (0.4%) in
fiscal year 2021
to $15.773, and
another six-tenths
of a percent
(0.6%) in fiscal
year 2022 to
$15.673. The
rates of
overlapping
jurisdictions are
not certified as of
this publication.
City pension contributions
has grown six of the last
nine years at a rapid pace,
except fiscal year 2017
and fiscal year 2016
contributions that were a
decrease of eight-tenths of
a percent (.8%) and two
and five-tenths of a
percent (2.5%),
respectively.
*FY14 is first period reported on
an accrual basis.
MFPRSI employee
contributions are set by
statute, currently nine and
four-tenths percent (9.4%).
City contributions are
determined by the system’s
actuary. IPERS City and
employee contributions are
currently a sixty/forty split
(60/40), with the City paying
sixty percent of total
contributions.
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City of Iowa City
Organization Chart
COMMUNITY
Departments & Divisions
CITY COUNCIL
AIRPORT
COMMISSION
LIBRARY
BOARD CITY ATTORNEY CITY MANAGER CITY CLERK
Airport
• Airport Operations
City Attorney
• City Attorney
City Clerk
• City Clerk
City Manager
• City Manager
• Communications Office
• Human Resources
• Human Rights
• Economic Development
• Climate Action &
Outreach
Library
• Library Operations
• Library Foundation
Finance
• Administration
• Accounting
• Purchasing
• Revenue
• Risk Management
• Information Technology Services
Fire
• Administration
• Emergency Operations
• Fire Prevention
• Training
Police
• Administration
• Support Services
• Field Operations
Neighborhood &
Development Services
• Administration
• Development Services
• Neighborhood Services
• Metropolitan Planning Organization
of Johnson County
Public Works
• Administration
• Engineering
• Streets
• Wastewater
• Water
• Resource Management
• Equipment
Parks & Recreation
• Administration
• Recreation
• Park Maintenance
• Cemetery
Transportation Services
• Administration
• Parking
• Public Transportation
Senior Center
• Senior Center Operations
APPOINTED
ELECTED
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City Clerk: Kellie Fruehling
Office Location: 410 E. Washington St.
Phone: (319) 356-5043
Boards and Commissions:
The Community Police Review Board, based on a community initiative, was established in
1997. The board reviews police policies, procedures, and practices and may recommend
modifications to them. The CPRB also reviews reports prepared after investigation of
complaints about alleged police misconduct and then issues its own written report. The Board is
also required to maintain a central registry of complaints and holds at least one community
forum each year for the purpose of hearing the community’s views on the policies, practices and
procedures of the Iowa City Police Department.
City Clerk Personnel:
FY2020 FY2021 FY2022
Total FTEs 4.00 4.00 4.00
CITY CLERK
MISSION STATEMENT
The City Clerk is the official recordkeeping office of the City, performing recordkeeping
duties as prescribed by State Law, the City Charter, and the Municipal Code.
DEPARTMENT DESCRIPTION
The City Clerk is appointed by the City Council, reports directly to the Council and attends
all City Council meetings. The City Clerk is charged with custody of deeds, contracts, and
abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions,
minutes, and the City Code. The office publishes public notices, ordinances, and minutes as
required by law. The City Clerk's office assists both staff and the general public in
researching information. Taxi company licenses and driver authorization, outdoor service
areas, cigarette licenses, beer/liquor licenses, cemetery deeds, and parade and public
assembly permits are issued from the Clerk's office. City subdivision files, project files, the
Domestic Partnership Registry, and an index of Council proceedings are also maintained in
the office. The Clerk's office also provides staff support for the Community Police Review
Board (CPRB).
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City Attorney: Eleanor Dilkes
Office Location: 410 E. Washington St.
Phone: (319) 356-5030
City Attorney Personnel:
FY2020 FY2021 FY2022
Total FTEs 5.50 5.50 5.50
CITY ATTORNEY
MISSION STATEMENT
The City Attorney’s Office represents the City in litigation and provides legal advice, opinions,
and services to City staff, boards, and commissions.
DEPARTMENT DESCRIPTION
The City Attorney is appointed by the City Council and works at the direction of the City
Council. The City Attorney supervises the City Attorney's Office, including four Assistant City
Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City Council, City
Manager, the various City departments and staff, and most City commissions, committees
and boards. The City Attorney also reviews and approves proposed City ordinances,
resolutions, contracts, and other legal documents; oversees property acquisition needed for
public improvements; prepares legal opinions for Council and City staff; and represents the
City in litigation in which the City is involved, including violations of City ordinances.
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City Manager: Geoff Fruin
Office Location: 410 E. Washington St.
Phone: (319) 356-5010
DEPARTMENT DESCRIPTION
The City Manager is the chief administrative officer for the City and is appointed by the City
Council, managing the City’s day-to-day operations under broad policy direction from Council.
The City Manager supervises the activities of all City departments and advises the City Council
on matters relating to planning, development, and municipal operations.
The Communications Office serves as the central point of contact for internal and external
communications at the City. The communications team coordinates media efforts and
informational and promotional campaigns for the City, maintains the City’s website and intranet,
utilizes social media to promote City events and programs, and supervises the Cable Television
activities.
The Human Resources division provides services in the areas of employee & labor relations,
collective bargaining, civil service compliance, employee benefits administration, recruitment of
prospective employees, personnel policy development & administration, and administration of
applicable employment laws.
The Human Rights division enforces antidiscrimination laws, conducts trainings and
coordinates community and organization equity and human rights education, and serves as
staff to the Human Rights Commission.
The Economic Development division researches, compiles, and analyzes demographic and
economic data in order to recommend, implement, and advocate policies and programs
designed to further the economic development of Iowa City. Staff members work closely with
CITY MANAGER
City Manager’s Office Divisions
General Fund:
• City Manager
• Communications Office
• Human Resources
• Human Rights
• Economic Development
• Climate Action & Outreach
MISSION STATEMENT
The City Manager strives to ensure City services are provided in an efficient, responsible
manner. Through effectively managing the City’s operating departments, the City Manager
seeks to implement policy that is consistent with the preferences of Iowa City’s community
members, as reflected in the direction provided by the City Council. Further, the City
Manager provides Council with information needed to make informed policy decisions.
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Boards and Commissions:
The Human Rights commission’s duties include:
1. Disseminating information to educate the public on illegal discrimination and civil rights,
such as organizing and facilitating educational public forums that address one or more of
the broad range of topics included within the rubric of human rights
2. Making recommendations to the City Council for such further legislation concerning
discrimination as it may deem necessary and desirable
3. Cooperating within the limits of any appropriations made for its operation with other
agencies or organizations both public and private whose purposes are not inconsistent
with those of Title 2 of the City Code (Human Rights Ordinance)
4. Planning programs and activities designed to eliminate racial, religious, cultural and
other intergroup tensions including but not limited to sex, color, creed, disability, gender
identity, sexual orientation, marital status, age and national origin.
The Civil Service Commission approves all entrance and promotional examinations used by the
City of Iowa City for civil service positions; holds appeal hearings involving the suspension,
demotion, or discharge of employees holding civil service rights. Ascertains to the best of its
ability the facts of the case to determine matters involving the rights of civil service employees
and may affirm, modify, or reverse any case on its merits per Chapter 400 of the Code of Iowa.
The Telecommunications Commission serves as a review board to resolve disputes between
any subscriber or potential subscriber and the cable company; reviews and audits reports by the
cable company to the City as required by the Cable Television Ordinance; works with the public,
the media, the City, and the cable company for the purpose of making recommendations on
various issues; monitors and promotes community programming and the use of the local access
channels by a wide range of individuals, institutions, and organizations; informs and educates
citizens on matters related to cable TV and other communications systems; and monitors and
reviews State and Federal legislative and regulatory action or change.
The Climate Action Commission is charged with assisting the City in implementation of the
Climate Action and Adaptation Plan and meeting carbon emissions reduction goals. The
Commission, guided by principles of equity, considers equity impacts of proposed climate
initiatives and recommends changes to current and future climate action plans. The group is
The Iowa City Area Business Partnership (formerly Chamber of Commerce), Iowa City Area
Development Group (ICAD), University of Iowa, and others in promoting the City as a viable
business location. They assist developers and prospective companies with commercial and
industrial development projects. Staff advises the City Council, boards and commissions
regarding economic development projects and proposals.
The Climate Action & Outreach division is responsible for implementation of climate action
initiatives as well as tracking and publicly reporting carbon emission reduction and energy
usage data. Staff provides technical support to City departments and public for environmental
and climate action programs. They serve as liaison to the Climate Action Commission.
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also responsible for advising the City Council on climate issues, researching, analyzing, and
promoting climate actions, and educating and engaging the public on climate action and the
City’s climate and sustainability goals.
City Manager Personnel:
FY2020 FY2021 FY2022
Total FTEs 15.00 *19.89 20.89
*Note - In fiscal year 2021, the Sustainability division was moved from the Neighborhood &
Development Services Department to the City Manager’s Office and renamed the Climate
Action and Outreach division.
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Finance Director: Dennis Bockenstedt
Office Location: 410 E. Washington St.
Phone: (319) 356-5050
FINANCE DEPARTMENT
Finance Department Divisions:
General Fund : Internal Service:
• Administration ● Information Technology Services
• Accounting ● Risk Management
• Purchasing ● Purchasing
• Revenue ● Administration
Special Revenue Fund:
• Administration
MISSION STATEMENT
It is the mission of the Finance Department to provide quality services to residents and to
safeguard City assets. The role of the Finance Department is to support the operating
departments in achieving their program objectives utilizing effective and efficient financial
planning, reporting, and central support systems.
DEPARTMENT DESCRIPTION
Finance Administration provides direction and administrative support to departmental
operating divisions. It supervises the preparation and dissemination of financial data for use by
City Council and staff in making managerial decisions and coordinates the annual budget
process.
Administration also oversees the City’s Health & Dental Reserves as Internal Service Funds
which are maintained for permanent employees’ health care coverage through the City’s self-
insurance plan. Finance Administration also manages the City’s Employee Benefits Fund which
is a Special Revenue Fund that collects property taxes levied for the purpose of funding public
employee benefits such as IPERS, MFPRSI, health insurance, dental insurance, Social Security
and Medicare, as well as other similar benefits. Finance Administration also manages the Tax
Increment Financing Fund and the SSMID Fund which are Special Revenue Funds.
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Finance Department Personnel:
FY2020 FY2021 FY2022
Total FTE’s 34.93 34.93 34.93
The Accounting Division provides processing and reporting of all financial transactions for the
City of Iowa City. The division also provides financial controls for departments to help ensure
proper stewardship of public funds. Accounting provides services that support management
decisions through timely and accurate processing and reporting of payroll, accounts payable,
accounts receivable, and cash transactions.
The Purchasing division provides quality service to City departments, protects the City’s legal
interests, and acts responsibly on behalf of the public by maintaining the integrity of the City’s
procurement system through the encouragement of open competition and the impartial and fair
treatment of vendors. This division also operates the Central Services Internal Service Fund
that manages the City’s mail and copier operations and other central functions.
The Revenue division is responsible for the customer service, billing, and collection procedures
City utility customer accounts and landfill customer accounts. The division also records and
reconciles all City receipts and banking activity.
The Risk Management division is responsible for managing the City’s property and casualty
risks and selecting prudent and cost effective solutions to minimize the financial impact of losses
to the City. Risk Management also coordinates the City’s safety and OSHA programs.
The Information Technology Service (ITS) division provides server management, legacy
system management, software development, system integration, desktop computer
management and support, data network design and management, website application
development and management, City phone systems support, and fiber optic network design and
management.
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Police Department Divisions:
General Fund:
• Administration
• Support Services
• Field Operations
MISSION STATEMENT
To work in partnership with the community, enhance trust, protect with courage and
empower victims of crime through excellence in service.
DEPARTMENT DESCRIPTION
The Administration division oversees the Department’s 84 sworn officers and 28 non-sworn
personnel. Administration is responsible for the management of the Department’s two
operating divisions, Field Operations and Support Services.
The Support Services division supports or provides services to Field Operations. In addition,
Support Services provides support activities to groups and organizations throughout the City.
Support Services consists of Records, Property and Evidence, Computer Operations,
Training / Accreditation, Crime Prevention, Planning and Research, Animal Control, and
Community Relations.
Police Chief:
Office Location:
Phone (Front desk/non-emergency):
POLICE DEPARTMENT
Dustin Liston
410 E. Washington St.
(319) 356-5275
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Police Department Personnel:
FY2020 FY2021 FY2022
Total FTEs 107.00 109.26 110.76
The Field Operations division is the part of the police department normally associated with
the provision of police services. Field Operations consists of the Patrol and Investigations
Sections.
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FIRE DEPARTMENT
Fire Chief: John Grier
Administrative Office Location: 410 E. Washington Street
Phone (Administration/non-emergency): (319) 356-5260
Fire Department Divisions
General Fund:
• Fire Administration
• Emergency Operations
• Fire Prevention
• Fire Training
MISSION STATEMENT
The mission of the Iowa City Fire Department is to protect our community by
providing progressive, high quality emergency and preventive services.
DEPARTMENT DESCRIPTION
The Iowa City Fire Department is dedicated to providing the community progressive, high
quality emergency and preventive services. Sixty-four full-time firefighters provide fire,
medical, technical rescue, and hazardous materials emergency response to approximately
68,000 residents in the 24.4 square-mile incorporated area of Iowa City, including the
University of Iowa main campus. The department operates from four fire stations and staffs
four engine companies, one truck company, and a command vehicle. The Iowa City Fire
Department collaborates with many other fire protection agencies at the local, state, and
federal levels. Specialty areas include: Fire Investigations, the Johnson County Hazardous
Materials Response Team, and Special Operations Response Team. The department is
organized into four functional prog ram divisions: Fire Administration, Emergency
Operations, Fire Prevention, and Fire Training.
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Iowa City Fire Department community projects include: fire safety education, fire station
tours, juvenile fire setters intervention, a mobile fire safe house, ride-along program, the
Safety Village, and is a co-leader with Mercy Hospital of the
Johnson County SAFE KIDS Coalition. The department’s community-driven strategic plan
for fire protection services will guide the department’s path into the future.
Fire Administration is responsible for all departmental activities, accreditation, the
purchase and maintenance of computer hardware & software, and building maintenance.
The department attained reaccredited agency status through the Commission on Fire
Accreditation International in 2018.
Emergency Operations services include fire suppression, emergency medical services,
technical rescue, and hazardous materials response. The Fire Department responds to
over 7,000 emergency incidents annually.
Fire Prevention provides proactive prevention services, such as fire safety inspections of
commercial and University properties, site plan reviews, and fire and environmental safety
education.
Fire Training plans, develops, and coordinates in-house training activities with the
assistance of the Training Committee. Training emphases include emergency medical
services, technical rescue, fire suppression, and hazardous materials. Equipment and
apparatus purchases are also overseen by this division.
Fire Department Personnel:
FY2020 FY2021
FY2022
Total FTE’s 64.00 64.00 64.00
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Parks & Recreation Director: Juli Seydell Johnson
Parks Division Office Location: 2275 South Gilbert Street
Phone: (319) 356-5107
Parks & Recreation Admin. Office Location: 220 South Gilbert Street
Phone: (319) 356-5100
DEPARTMENT DESCRIPTION
The Parks & Recreation Administration provides leadership and direction to the Parks
Maintenance, Government Buildings, Recreation, and Oakland Cemetery Divisions. The
division also supports the Iowa City Farmers Market.
The Recreation division manages the operation of the City’s recreation facilities, rental
facilities, community gardens, dog parks and recreation programs. The City offers programs in
community events, youth & adult sports, aquatics, culture & art programs, and special
populations involvement.
PARKS & RECREATION
Parks & Recreation Divisions
General Fund:
• Administration
• Recreation
• Parks Maintenance
• Cemetery Operations
MISSION STATEMENT
Increase community engagement and connection by providing equitable and accessible
outdoor spaces, recreation facilities and programs to encourage interaction by all community
members; protect and enhance the natural environment; preserve the history and culture of the
community in Oakland cemetery and with public art throughout the park system.
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Boards and Commissions:
A nine member Parks and Recreation Commission is appointed by the City Council to
recommend and review policies, rules, regulations, ordinances and budgets relating to parks,
playgrounds, recreational centers and cultural functions of the city and make such reports to the
City Council as the Commission deems in the public interest.
Parks & Recreation Personnel:
FY2020 FY2021 FY2022
Total FTEs 45.50 46.50 46.50
The Park Maintenance division oversees the maintenance of the City’s green space,
natural areas, athletic fields, tree canopy, horticulture plantings and 50 designated parks.
The Cemetery Operations division occupies 40+ acres adjacent to the western edge of
Hickory Hill Park. There have been an estimated 18,000 interments in the cemetery to date.
Staff maintain all cemetery grounds, buildings, equipment, and snow route.
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Library Director: Elsworth Carman
Location: 123 South Linn Street
Phone: (319) 356-5200
LIBRARY
ICPL General Hours of Operation:
Mon-Thurs: 10 am – 9 pm
Friday:10 am – 8 pm
Saturday:10 am – 6pm
Sunday:12 pm – 5pm
Current Hours/Curbside Service:
Mon-Saturday: 10 am – 6 pm
See www.icpl.org for additional
information about hours and services.
Iowa City Public
Library Divisions:
General Fund:
• Library Operations
• Library
Foundation
MISSION STATEMENT
The Iowa City Public Library is a center of community life that connects people of all ages
with information, engages them with the world of ideas, and with each other, and enriches
the community by supporting learning, promoting literacy, and encouraging creativity.
The Library values and is committed to: intellectual freedom, excellence in customer
service, working collaboratively, minimizing barriers to use, providing a welcoming
environment, amplifying community voices, and maintaining a professional, passionate,
and skilled staff.
DEPARTMENT DESCRIPTION
The Iowa City Public Library is a busy, vibrant community hub, focused on identifying
and championing community aspirations. Services are intentionally designed to excite
and engage diverse audiences and support the community in growing and learning
together. Services include an exceptional materials collection, programming for all ages,
technology access (wi-fi, hardware and software access and a full digital media lab), and
a bookmobile. Online access at www.icpl.org makes collections and information
available 24/7.
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Boards and Commissions:
Nine-member Library Board of Trustees appointed by the City Council with powers to set
policy, employ a Director and staff, expend tax funds allocated by the City Council, contract
with other jurisdictions, and receive and spend gift funds and other revenues.
Library Personnel:
FY2020 FY2021 FY2022
Total FTEs 46.05 45.92 45.92
The Library is governed by a semi-autonomous nine-member board of trustees; which is
empowered by state law and city ordinance to set policy, determine goals and objectives,
direct the use of monies appropriated or gifted to the Library, and to employ staff.
Services are offered to residents of Iowa City and, through contract, residents of Hills, rural
Johnson County, Lone Tree, and University Heights. Reciprocal agreements with other
public libraries across Iowa provide for a sharing of services through the Open Access
Program.
The majority of library funding comes from Iowa City tax support which includes a voter
approved $.27 levy (per $1,000 taxable valuation). Other funding sources include contracts
for service, library fines and fees, and gifts.
The Iowa City Public Library is separated into two budgetary divisions: Library Operations
and the Library Foundation. Operations accounts for Library programs, services, materials,
and building maintenance. The Library Foundation’s budget accounts for personnel costs in
the Iowa City Public Library Development Office. These expenditures are fully reimbursed
by the Foundation.
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Senior Center Hours of Operation:
Business Hours Extended Member Hours
8 AM - 5 PM, 7 AM – 7 PM,
Monday – Friday Monday - Thursday
7 AM – 5 PM, Friday
Building hours are 10:30 AM – 1:30 PM,
often extended to Saturday & Sunday
accommodate evening
and weekend programming.
Please see Calendar of Events for program schedule.
MISSION STATEMENT
The Center enhances quality of life by creating opportunities to support wellness, social
connections, community engagement and lifelong learning for diverse and growing older
adult population.
DEPARTMENT DESCRIPTION
Establishing social connections, keeping active physically and mentally, and maintaining
contact with the community are cornerstones of optimal aging, and they are what we do best
at The Center.
Establishing Social Connections
• Social interaction and engagement is an essential component of all programming.
Classes, programs, special events, performance groups, volunteer activities, clubs, and
organizations all incorporate time for participants to interact with each other.
Senior Center Coordinator: LaTasha DeLoach
Location: 28 South Linn Street
Phone: (319) 356-5220
SENIOR CENTER
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Keeping Active, Physically and Mentally
• Classes: The Center provides abundant educational opportunities. Classes cover
everything from literature and fitness to video production, music, and art education.
They are taught by knowledgeable volunteers and independent contractors. All are non-
credit with no tests or educational prerequisites.
• Volunteer Service: Center volunteers work as teachers, leaders, project directors,
building supervisors, or special project volunteers. They play a critical role in the
successful operation of The Center. Notably, this type of volunteering can bring a sense
of purpose or meaningfulness to a person’s life.
Maintaining Contact with the Community
• Community Services Offered at The Center: The AARP Tax Aide Program,
University of Iowa Counseling Services, Volunteer Lawyers, Senior Health Insurance
Information Program, Visiting Nurses Association, Senior Nutrition Program, and
Respecting Your Wishes all ensure that the community comes into The Center.
• The Center Reaches Out to the Community: Center volunteers share information
about The Center and conduct fundraising activities in a variety of venues.
Performances by music, theater, choral, dance and poetry groups are regularly
scheduled throughout the community. Performances benefit both the performers and the
audience. Performers share their talents with the community and maintain or expand
mental fitness and social connections. Viewers enjoy entertainment in an environment
that promotes social interaction.
Boards and Commissions:
The Senior Center Commission is comprised of seven members with renewable three-year
terms. Six members are appointed by the City Council. The seventh at-large member must be
a Johnson County resident living outside of Iowa City. This person is appointed by a majority
vote of the six Council appointees. Duties and powers of the Commission include serving in an
advisory role to the City Council regarding the needs of the Senior Center. Commission
members make recommendations on policies and programs and join staff and other interested
persons in seeking adequate financial resources for the operation of The Center. They
encourage full participation of older adults in Center programs and activities and work to ensure
that The Center is well integrated into the community. Commissioners encourage partnering
with other organizations to meet the needs of older adults; serve in an advocacy role regarding
to the needs of older adults; and assist the City Manager in the evaluation of personnel.
Senior Center Personnel:
FY2020 FY2021 FY2022
Total FTEs 7.00 7.76 7.76
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Special Revenue Fund
• Metro Planning Organization of Johnson County
• Neighborhood Services
Development Services
Neighborhood Services
Enterprise Fund
Neighborhood Services Administration •
•
•
Neighborhood & Development Services Divisions
General Fund
MISSION STATEMENT
To support a vibrant, sustainable community by connecting people, places and services
through planning, partnerships and effective community engagement. NDS strives to
improve neighborhood livability and to protect the health, safety, and welfare of Iowa City
residents through administration and enforcement of the City’s Code of Ordinances and
Comprehensive Plan and through various housing and community development programs.
DEPARTMENT DESCRIPTION
Neighborhood & Development Services (NDS) includes the following divisions: NDS
Administration, Neighborhood Services, Development Services, and the Metro Planning
Organization of Johnson County. The Iowa City Housing Authority, part of the
Neighborhood Services division, is funded with federal grants; this division is found in the
Enterprise Fund section of this budget.
Neighborhood and Development
Services Director: Tracy Hightshoe
Office Location: 410 E. Washington St.
Phone: (319) 356-5120
NEIGHBORHOOD & DEVELOPMENT SERVICES
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Neighborhood and Development Services Administration
Administration supports departmental divisions to provide high quality, proactive services and
programs that protect and enhance the quality of life for all citizens through opportunities for
affordable housing and the equitable, timely, and effective enforcement of land use regulations
while conserving the integrity of neighborhoods.
Development Services
Building Inspection enforces a number of codes and ordinances which relate to new
construction and the maintenance of existing structures in order to protect the health and
safety of the general public, and is entirely supported by permit and inspection-related fees.
This activity issues building permits for new construction, additions, alterations and repairs,
sign and professional permits including mechanical, plumbing, fire sprinkler, and alarms. All
building site plans are reviewed and inspections are conducted to ensure safe and proper
construction in adherence with code. The Building Inspection activity also enforces zoning
ordinances and responds to complaints of nuisance-related ordinance violations.
Urban Planning coordinates preparation of the Comprehensive Plan; including district plans
that focus on development, redevelopment, preservation and conservation issues within the
city’s ten neighborhood districts. Drafting of these plans includes extensive citizen
participation through public planning workshops, surveys and interviews with property owners,
developers, realtors, environmental organizations and neighborhood groups. This activity also
promotes sustainable growth and development within the city by establishing comprehensive
plans and associated policies and regulations that ensure that the best qualities of the city’s
residential, commercial, and employment areas are preserved and supported while promoting
new development opportunities that will create long term value for the community. Urban
Planning also fulfills state statutory requirements pertaining to zoning, development, and
historic preservation.
Neighborhood Services
Community Development is committed to providing low-to-moderate income Iowa City
residents with access to safe and affordable housing, jobs and services to promote the general
economic prosperity and welfare of Iowa City. This is accomplished by coordinating efforts
with local agencies, businesses, nonprofit organizations and other community partners, and by
administering and coordinating activities relating to city, state and federal housing and
community and economic development programs. This division also oversees the following
programs budgeted in the Special Revenue Funds:
• The Community Development Block Grant (CDBG) program and CDBG Rehabilitation
are federally funded programs for community and economic development. Staff makes
assessments of community employment opportunities, housing, and services for low-
and moderate income residents, and use CDBG funds to fulfill identified needs.
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• The HOME Investment Partnership program is a federally funded program through the
US Department of Housing & Urban Development (HUD). The program provides safe,
decent, affordable housing.
Community Development makes annual allocations to the area’s human services agencies.
Staff coordinates with United Way of Johnson County and the Housing and Community
Development Commission in providing recommendations for the allocation of these funds.
Neighborhood Outreach supports and encourages citizens to help shape the future of their
neighborhood. By assisting in the establishment of neighborhood associations, and coordinating
with 33 neighborhood associations, this activity seeks to encourage action by providing ideas
and resources that help associations address their needs and interests within the goals of the
larger community.
Housing Inspection inspects more than 20,000 rental units during a two-year time period,
working with property owners, managers, and tenants to ensure conformance with the Iowa
City Housing Code. Code language establishes minimum health and safety standards
considered necessary to protect and promote the welfare of tenants and the general public.
This activity also enforces zoning ordinances and responds to complaints of nuisance-related
ordinance violations.
The Iowa City Housing Authority (ICHA) acts as a community leader for affordable housing,
family self-sufficiency, and homeownership opportunities. We provide information & education,
housing assistance, and public & private partnership opportunities. The ICHA also manages the
operations of the Peninsula Apartments reported in the Special Revenue Funds – Peninsula
Apartments Fund.
Metropolitan Planning Organization of Johnson County (MPOJC)
The MPOJC coordinates transportation planning efforts for all of Johnson County. The MPO of
Johnson County servers the Iowa City Urbanized Area, which includes Iowa City, Coralville,
North Liberty, Tiffin, University Heights and the University of Iowa. Member agencies outside of
the Iowa City Urbanized Area include Johnson County, Hills, Lone Tree, Oxford, Shueyville,
Solon and Swisher.
It is the mission of the MPO of Johnson County to fulfill state and federal requirements necessary
to receive state and federal transportation capital and operating funds; to conduct transportation
and traffic studies related to public and private development projects; to provide traffic data
collection and analysis services, prepare and administer transportation-related grants; and serve
as body for regional policy and project-related discussions.
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Boards and Commissions:
• The Planning and Zoning Commission is charged with drafting and implementation of the
zoning code and subdivision regulations in accordance with the Comprehensive Plan.
Commission members review annexations and requests for rezoning and subdivision; making
a final recommendation to City Council.
• The Board of Adjustment reviews requests for special exceptions, variances and other
appeals pertaining to the zoning code.
• The Historic Preservation Commission conducts studies and implements regulations
designed to promote the preservation of historic landmarks and districts.
• The Public Art Advisory Committee administers the Public Art Program by determining the
placement of public art, the type of art to be used in a specific project, and the artist to be
engaged; overseeing the acceptance of gifts of art; overseeing the maintenance and
disposition of public art; and overseeing expenditures of the Public Art Program budget.
• Housing and Community Development Commission assesses and reviews policies and
planning documents related to the provision of housing, jobs, and services for low and
moderate income residents, reviews policies and programs of the Neighborhood Services
division and makes recommendations regarding the use of public funds to meet the needs of
low and moderate income residents. The Commission also seeks public participation in
assessing needs and identifying strategies to meet these needs.
• The Board of Appeals holds appeal hearings on and determines the suitability of alternate
materials and methods of construction and to provide for reasonable interpretation of the
International Building Code, International Residential Uniform Plumbing Code, National
Electrical Code, International Mechanical Code, International Fire Code, Dangerous Building
Code and the Iowa City Housing Code.
Neighborhood & Development Services Personnel:
FY2020 FY2021 FY2022
Total FTEs 42.43 *44.55 44.55
* In fiscal year 2021, the Sustainability Coordinator was moved from the Neighborhood &
Development Services Department to the City Manager’s Office.
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Public Works Director: Ron Knoche
Administrative Office Location: 410 E. Washington St.
Phone: (319) 356-5138
MISSION STATEMENT
The Public Works Department exists to provide the essential infrastructure and services
necessary for the health, safety, and welfare of our community. These services are provided
in a manner that will enhance the quality of life of our citizens today and for generations to
come.
PUBLIC WORKS DEPARTMENT
Public Works Department Divisions
General Fund:
• Administration ● Engineering
Special Revenue:
• Streets Operations
Enterprise:
• Wastewater Treatment ● Water
• Resource Management ● Engineering
Internal Service:
• Equipment
DEPARTMENT DESCRIPTION
The Public Works Department is comprised of nine operational areas which operate from
various locations throughout the city.
The Public Works Administration division manages and coordinates the activities of the
department’s seven divisions.
The Engineering division performs work in connection with all municipal public works
improvements including bridges, roads, sanitary sewers and stormwater systems and is a
General Fund account funded primarily through property tax revenue. Engineering staff
review subdivision plans, design public works improvement projects, perform survey work,
and inspect the construction of public works projects and subdivision improvements. Storm
water activity is administered by the Engineering Division. The City of Iowa City has
developed programs to reduce the discharge of pollutants carried by storm water into our
local waterways. Revenue to support its mission is derived from monthly storm water utility
fees collected from local residents and businesses and accounted for in the Storm Water
Fund enterprise.
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The Streets Operations division is funded by the Road Use Tax. The Streets Division is
responsible for the maintenance of the City's street system. The work duties include
maintenance and repair of the City's concrete and asphalt streets, street sweeping, leaf
vacuum program and snow plowing. The Streets Division is also responsible for
maintenance and repair of the traffic signal systems and City-owned roadway lighting.
The Wastewater Treatment division ensures the public health and safety of the citizens of
Iowa City and locally protects the Iowa River as a water resource for the people of Iowa.
The division provides proper care, operation, and maintenance of City wastewater and
storm water collection systems, treatment plants, and the local environment. The division
is supported primarily through user fees.
The Water division is responsible for maintaining clean, safe drinking water for the
community. Because of the many water sources on two water well sites, Iowa City has the
ability to provide an excellent blend of high quality water as well as an abundant capacity.
The division produces and distributes high quality water in a quantity sufficient to meet the
residential, commercial, industrial, and firefighting needs of the City. The division is
supported primarily through user fees.
The Resource Management division oversees Refuse Collection and Landfill activities.
Refuse Collection activities protects the health safety and welfare of our community by
providing prompt and safe curbside collection of waste materials. The activity is supported
primarily through user fees. The Landfill serves Johnson County, Kalona and Riverside.
Each year, the landfill takes in about 125,000 tons of trash. Trash is landfilled according to
stringent federal and state regulations to ensure that environmental protection is in place.
The activity is supported primarily through user fees.
The Equipment division provides repair, preventive maintenance and equipment
management services for all major City-owned vehicular equipment with the exception of
Transit buses. Fueling services are also the responsibility of the Equipment Division, along
with acquisition of new vehicles/equipment and disposition of replaced vehicles/equipment.
The division operates as an internal service fund and is supported through chargebacks to
City divisions.
Public Works Personnel:
FY2020 FY2021 FY2022
Total FTEs 155.76 158.26 158.76
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MISSION STATEMENT
The Iowa City Transportation Services Department is committed to providing convenient, safe and
courteous service to the citizens and visitors of Iowa City.
DEPARTMENT DESCRIPTION
The Transportation Services Department manages the City’s Parking and Public Transportation
divisions. All divisions are self-supporting enterprise funds with the exception of the Administration
division that is located in the General Fund. The Public Transportation division was transferred out
of the General Fund and into its own enterprise fund starting in fiscal year 2013.
The Administration division manages the activities of the two divisions and also oversees the
Central Business District maintenance operations.
The Parking division consists of Administration, On-street, Parking Lot, and Parking Ramp
operations. The division oversees the operation of four parking structures with 2,486 off-street
spaces, 1,302 on-street and surface parking lot spaces, and 148 designated motorcycle/scooter
spaces.
Transportation Services Director: Darian Nagle-Gamm
Parking Office Location: 335 Iowa Avenue
Phone: (319) 356-5096
Transit Office Location: 1200 South Riverside Dr.
Phone: (319) 356-5151
www.ebongo.org
TRANSPORTATION SERVICES
Transportation Services
Department Divisions:
General Fund:
• Administration
Enterprise Funds:
• Parking
• Public Transportation
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Transportation Services Personnel:
FY2020 FY2021 FY2022
Total FTEs 73.01 75.51 75.51
The Public Transportation division consists of Administration, Transit Operations, Fleet
Maintenance, and Court Street Transportation Center management. The division operates and
maintains a 27 bus fleet serving 19 routes during weekday peak service, as well as contracting
with Johnson County SEATS for paratransit service. The Court Street Transportation Center is
maintained and operated by the Transit Division.
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Airport Manager: Michael Tharp
Location: 1801 S. Riverside Drive
Phone: (319) 356-5045
Boards and Commissions:
The Airport Commission exercises all the powers granted to cities and towns under Chapter 330
of the Code of Iowa, except the power to sell said airport. All funds derived from taxation or
otherwise for airport purposes shall be under the full and absolute control of the Airport
Commission, deposited with the City Treasurer, and disbursed only on the written warrants or
order of the Airport Commission.
AIRPORT
MISSION STATEMENT
The Iowa City Municipal Airport, directed by the Airport Commission, provides a safe, cost
effective general aviation facility. The Airport creates and enriches economic, educational,
healthcare, cultural and recreational opportunities for the greater Iowa City community.
DEPARTMENT DESCRIPTION
Iowa City’s Municipal Airport is a general aviation airport located in the southwest part of Iowa
City. It is the oldest, continuously operating airport west of the Mississippi. Of the 118 pubic
airports in Iowa, the Iowa City Municipal Airport is one of the busiest general aviation airports
in the state.
The airfield consists of 2 runways (7/25 & 12/30) with a maximum landing distance of 5004
feet, a full parallel taxiway and an aircraft parking apron at the terminal building.
A Fixed Base Operator on the airfield provides fuel service, aircraft maintenance, flight
instruction, and charter services. The airport has approximately 30,000 take-offs and landings
and sells over 370,000 gallons of jet fuel and aviation gasoline to aircraft operators annually.
Airport staff is responsible for daily operation and maintenance of all airport facilities, including
59 T-Hangars, 6 corporate hangars, other airfield buildings, runways and equipment. The
Airport Manager staffs an administrative office, manages leased areas and contracts, plans
and oversees airport-related capital improvements.
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The Airport Zoning Commission’s duties are:
1. To recommend amendments to the current Iowa City Airport Zoning regulations,
including the repeal thereof.
2. To recommend the adoption of new Airport Zoning regulations.
The Airport Zoning Board of Adjustment’s duties are:
1. To hear and decide appeals where it is alleged there is an error in any order,
requirement, decision or determination made by an administrative official in the
enforcement of the Airport Zoning Chapter.
2. To hear and decide special exceptions to the terms of the Airport Zoning Chapter upon
which such board is required to pass under the Airport Zoning Chapter.
3. To authorize upon appeal in specific cases such variance from the terms of the Airport
Zoning Chapter as will not be contrary to the public interest, where owing to special
conditions a literal enforcement of the provisions of the Airport Zoning Chapter will result
in unnecessary hardship, and so that the spirit of the Airport Zoning Chapter shall be
observed and substantial justice done.
Airport Personnel:
FY2020 FY2021 FY2022
Total FTEs 1.00 1.00 1.00
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Non-Budgetary
Funds
General Fund Special
Revenue Funds
Debt Service
Fund
Enterprise
Funds
Capital Projects
Fund
Internal Service
Funds
General (10**)CDBG (2100)Debt Service
(50**)Parking (710*) (1)Capital Projects Equipment (810*)
HOME Grant (2110)Transit (715*)Risk Management
(8200)
Road Use Tax (2200)Wastewater (720*)
Information
Technology Services
(830*)
Other Shared
Revenues (2300)Water (730*)Central Services
(8400)
Metro Planning
Organization of
Johnson County
(2350)
Refuse Collection
(7400)
Health Insurance
(8500)
Employee Benefits
(2400)Landfill (750*)Dental Insurance
(8600)
Emergency Levy
(2450)Airport (7600)
Affordable Housing
(2500)Stormwater (7700)Agency Funds
Iowa City Property
Management (2510)
Housing Authority
(79**)Project Green (9102)
Tax Increment
Financing (26**)
Self-Supporting
Municipal
Improvement District
(2820)
Major funds
City of Iowa City
Budgetary Fund Structure
Budgetary Funds
(1) The Parking Fund did not qualify as a major fund in the CAFR, but
it is being presented as one for managerial reasons.
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BUDGETARY FUND STRUCTURE
A fund is a grouping of related accounts that is used to maintain control over resources that
have been segregated for specific activities or objectives. The City, like other state and local
governments, uses fund accounting to ensure and demonstrate compliance with finance-related
legal requirements. All of the funds of the City can be divided into three categories:
governmental funds, proprietary funds, and fiduciary funds.
Governmental Funds
• The General Fund is the City’s primary operating fund and includes activities in the
following program areas: general government, public works, public safety, culture and
recreation, community and economic development, and health and social services.
• Special Revenue funds account for proceeds from specific sources (other than those
accounted for within capital projects funds) which are usually required by law or regulation
to be accounted for in separate funds and to be expended for specific purposes. Examples
include the employee benefits tax levy; emergency tax levy; Community Development
Block Grant (CDBG) funding, Road Use Tax receipts; membership contributions to the
Metropolitan Planning Organization of Johnson County, taxes generated for a Self-
Supporting Municipal Improvement District (SSMID), and tax increment financing (TIF)
property tax receipts.
• The Debt Service Fund accounts for principal and interest payments on the City’s
general long-term debt. Funding is provided by the debt service property tax levy,
transfers from Tax Increment Financing, and loan repayments.
• Capital Project funds account for the acquisition and/or construction of major facilities
and assets in excess of $25,000.
• Permanent funds account for resources in which the entity is restricted to expending
earnings and not principal for purposes that support a specific program. The City’s only
permanent fund, the Cemetery Perpetual Care Fund, was merged into the General Fund
in fiscal year 2017.
Proprietary Funds
• Enterprise funds are primarily self-supporting in that they are financed by program and/or
user fees for the services provided. Such functions for the City of Iowa City include
Parking, Transit, Wastewater Treatment, Water, Refuse Collection, Landfill, and
Stormwater. The Airport and Iowa City Housing Authority are also classified as enterprise
funds. The Iowa City Housing Authority’s primary funding source is through the
Department of Housing and Urban Development (HUD)’s federal grant and voucher
programs. The Transit and Airport funds both receive transfers in from the General Fund.
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• Internal Service funds (non-budgetary) are also self-supporting and financed on a cost-
reimbursement basis through charges to the departments and divisions (budgetary units)
which utilize their goods and services. Such activities are not reportable, based on the
State of Iowa’s budget filing requirements, nor are they reflected in the government-wide
financial statements. These funds are also not included in the Major fund determinations.
Funds in this category include Equipment, Information Technology Services, Risk
Management, Central Services, and the Health and Dental Reserves.
Fiduciary Funds
• Agency funds (non-budgetary) are fiduciary funds that account for resources held for
the benefit of parties outside the city government. For this reason, agency funds are not
appropriated through the budget process, nor are they reflected in the government-wide
financial statements. The City has one agency fund, which is not presented, Project
Green. Agency funds do not report revenues and expenditures; they only report assets
and liabilities.
Major Funds
During the preparation of the City’s Comprehensive Annual Financial Report, (CAFR), funds are
evaluated based upon the level of their assets, liabilities, revenues, and expenditures/expenses
to determine whether or not they are a major fund. Governmental accounting standards sets
forth the following minimum provisions for determining which governmental and enterprise
funds to treat as a major fund:
The City’s main operating fund, the General Fund is always reported as major. Other funds
would be classified as major if the following two conditions are met:
1. Total assets, liabilities, revenues, or expenditures/expenses of the individual
governmental or enterprise fund are at least 10 percent of the corresponding total of all
funds of that category; and
2. Total assets, liabilities, revenues or expenditures/expenses of the individual
governmental or enterprise fund are at least 5 percent of the total for all governmental and
enterprise funds combined.
If a fund is determined to be a major fund, its financial information is reported separately in the
City’s CAFR and cannot be reported in aggregate with other nonmajor funds of its fund
category (governmental or enterprise). For budgetary presentation, all of the City’s funds are
presented individually.
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General Fund Neighborhood & Development Services
City Council NDS Administration
City Council Development Services
Neighborhood Services
City Clerk
City Clerk
Parks & Recreation
City Attorney Parks & Recreation Administration
City Attorney Recreation
Park Maintenance
City Manager Cemetery Operations
City Manager
Communications Office
Human Resources Library
Human Rights Library Operations
Economic Development Library Foundation
Climate Action & Outreach
Finance Fire
Finance Administration Fire Administration
Accounting Fire Emergency Operations
Purchasing Fire Prevention
Revenue Fire Training
Police
Police Administration Senior Center
Police Support Services Senior Center Operations
Police Field Operations
Public Works Transportation Services
Public Works Administration Transportation Services Administration
Engineering Services
Debt Service Fund
Finance
Finance Administration
Departments & Divisions by Fund
General Fund
Debt Service Fund
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CDBG Fund Affordable Housing Fund
Neighborhood & Development Services Neighborhood & Development Services
Neighborhood Services Neighborhood Services
HOME Grant Fund Iowa City Property Management Fund
Neighborhood & Development Services Neighborhood & Development Services
Neighborhood Services Neighborhood Services
Road Use Tax Fund Tax Increment Financing Fund
Public Works Finance
Streets Operations Finance Administration
Other Shared Revenues Fund SSMID - Downtown
Neighborhood & Development Services Finance
Neighborhood Services Finance Administration
Metro Planning Organization of Johnson County
Neighborhood & Development Services
Metro Planning Organization of Johnson County
Employee Benefits Fund
Finance
Finance Administration
Emergency Levy Fund
City Manager
Climate Action & Outreach
Departments & Divisions by Fund
Special Revenue Funds
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Parking Fund Airport Fund
Transportation Services Airport
Parking Operations Airport Operations
Transit Fund Stormwater Fund
Transportation Services Public Works
Public Transportation Engineering Services
Wastewater Fund Refuse Collection Fund
Public Works Public Works
Wastewater Operations Resource Management
Water Fund Housing Authority Fund
Public Works Neighborhood & Development Services
Water Operations Neighborhood Services
Landfill Fund
Public Works
Resource Management
Equipment Fund Central Services Fund
Public Works Finance
Equipment Services Purchasing
Risk Management Reserve Health Insurance Reserve
Finance Finance
Risk Management Finance Administration
Information Technology Services Fund Dental Insurance Reserve
Finance Finance
Information Technology Services Finance Administration
Departments & Divisions by Fund
Enterprise Funds
Internal Service Funds
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Fund Balance Summary
FINANCIAL SUMMARY
Preparation of the Financial Plan
Financial and Fiscal Policies
Long Range Financial Planning
All Funds
Revenue Summary
Expenditure Summary
Inter Fund Transfer Schedules
Personnel Full Time Equivalents (FTE)
F
Y
2
0
2
2
75
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PREPARATION OF THE FINANCIAL PLAN
Introduction
This Three-Year Financial Plan is for fiscal years 2021 through 2023. The Financial Plan
includes the current year revised budget (fiscal year 2021), the one-year annual budget as
required by Iowa Code (fiscal year 2022), and an additional projection year (fiscal year 2023)
as a planning tool. The City’s fiscal year begins on July 1 and ends June 30. The purpose
of the overview is to disclose the basis on which the financial plan has been prepared.
The role of a government's operating budget differs from that of a private business. Budgets
are an important internal planning tool for business, but they also play an external role for
governmental entities. A multi-year financial plan informs parties inside and outside
government of future objectives and provision of services to its constituents.
The Three-Year Financial Plan also permits a more comprehensive review of the City’s
financial condition, allowing analysis of current and future needs and requirements. During
preparation of the plan, careful review is made of property tax levy rates, utility and user fee
requirements, ending cash balances by fund, debt service obligations, bond financing
needs, capital outlay for equipment purchases, and major capital improvement projects.
Long range financial plans are developed for all major funds, debt service obligations, capital
improvement projects, and other areas that have been identified as areas of risk, need, or
general prudence.
This document contains operating budgets for the governmental funds: general, special
revenue, debt service, capital project and permanent funds. It also includes budgets for the
proprietary funds: enterprise and internal service funds. Internal service fund activities are
considered non-budgetary in that they are not formally appropriated, reported to the State
of Iowa, or included in the adopted budget resolution approved by City Council each year.
This is in accordance with the State’s filing requirements.
Budget projections are summarized by major revenue and expenditure categories within
each division. A separate multi-year Capital Improvements Program (CIP) shows projected
capital revenues and expenditures for years 2021 through 2025.
Basis of Accounting
The modified accrual basis of accounting has been used for preparation of the City’s fiscal
year 2022 budget for all funds and fund types including proprietary funds. The modified
accrual basis of accounting used in the preparation of the fiscal year 2022 budget is similar
to the accounting basis used in the City’s Comprehensive Annual Financial Report (CAFR)
for the governmental funds, except for the treatment of administrative chargebacks,
UniverCity property and loans, interfund loans, loan repayments, and same fund transfers.
All of the City’s governmental funds are accounted for using the modified accrual basis of
accounting. The modified accrual basis of accounting uses a current financial resources
measurement focus, which generally includes only current assets and current liabilities on
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the balance sheet. Under the modified accrual basis, revenue is recognized when
susceptible to accrual, which is in the period in which it becomes both available (collectible
within the current period or soon thereafter to be used to pay liabilities of the current period)
and measurable (the amount of the transaction can be determined). Revenue accrued
includes property taxes, intergovernmental revenue, and interest earned on investments (if
they are collected within 60 days after the year-end). Expenditures are recorded when the
related fund liability is incurred. Principal and interest on long-term debt, as well as
expenditures related to compensated absences and claims and judgments, are recorded
only when payment is due. This basis differs from that used in the CAFR for the
government-wide financial statements and the proprietary fund statements.
The government-wide financial statements and the proprietary fund statements are
accounted for on the flow of economic resources measurement focus and use the accrual
basis of accounting in the City’s CAFR. Agency funds do not have a measurement focus
and use the accrual basis of accounting. Under the accrual method, revenues are recorded
when earned and expenses are recorded at the time liabilities are incurred. The City applies
all applicable Financial Accounting Standards Board pronouncements issued on or before
November 30, 1989, except those that conflict with GASB pronouncements, in accounting
and reporting for these funds.
Annual Preparation Schedule
The City Manager instructs the Department Directors on whether any changes in level of
service can be factored into the proposed financial plan. This is done before the actual
budget process starts. Changes to the financial plan are done annually during the budget
process. All revenue and expenditure estimates are re-evaluated and revised if necessary.
In August each year, the Finance Department meets with Department Directors and Division
Heads to review and discuss their goals and performance measures. These are reviewed
against the City’s long-term strategic plan and updated as necessary. The Finance
Department then collects the data from each division and prepares the performance
measurement results. Also in August, the City Council holds a work session to discuss their
budget goals and priorities for the upcoming year.
In September, forms and instructions are delivered to departments for the annual update to
the Five-Year Capital Improvement Program. The status of prior year projects is reviewed
as well as the long-term debt projections. Updates to projects already in the Program,
requests for new projects including their cost estimate, availability of outside funding
sources, operating impact, and rating score are submitted by departments.
In early October, Department Directors and Division Heads are able to access their
respective budget projections. They can make adjustments to their operating budget during
this time. The Finance Department compiles salary projections, history of each
department/division’s actual line item expenditures, and projected revenues and costs
covered by the Financial Plan. (The Finance Department projects revenues individually and
uses a combination of inflation factors and individual costs to project expenditures.)
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During October, the Finance Department produces the preliminary Capital Improvement
Program. This is reviewed through a series of meetings by a Capital Project Review
Committee and modifications are made based on project timing and coordination,
community development, funding availability, and other factors.
In late October, budget entry is restricted and only accessible to the Finance Department,
and the Finance Department issues the proposed Five-Year Capital Improvement Program.
In November, the Finance Department reviews the budget projections with requests added
and compiles them all into a budget. Long range financial plans are reviewed and integrated
into the annual budget and rate or budget adjustments are determined. All budget forms
and adjustments are forwarded to the City Manager.
By mid-December, the City Manager and Finance Department decide which modifications
to operations will be made. A tax levy is computed. Analysis is done so all funds have
required balances or zero balances. The proposed Five-Year Capital Improvement
Program, division performance measures and goals, and the annual and projected budget
are combined into one document. The proposed Financial Plan document is then printed.
City Council reviews the proposed Financial Plan document during the month of January.
In February, the proposed Financial Plan document and a memo of City Council’s changes
are presented to the public. A notice of public hearing is published at least ten days but not
more than 20 days prior to the final adoption.
In March, the final Three-Year Financial Plan and Five-Year Capital Improvement Program
are adopted by the City Council following a public hearing. The State of Iowa requires a
one-year budget be adopted by March 31 of each year. The applicable year in Iowa City’s
Three-Year Financial Plan is adopted as the annual budget to satisfy State requirements. If
increases to service rates or charges are included as part of the next year’s budget, those
rate changes are then adopted in March following adoption of the budget.
Amending the Adopted Budget
Budget amendments are typically presented to the City Council twice a year, with a public
hearing held each time to allow for citizen input. The first public hearing is usually held in
early fall, and the second and/or final hearing is in late spring. All amendments must be
formally approved and certified to the State of Iowa by May 31st, as required by law.
The fall budget amendment is primarily comprised of appropriations from the prior year that
must be ‘carried-forward’ or re-appropriated as part of the new fiscal year. These carry
forwards are in two forms 1) unspent department appropriations, and 2) incomplete capital
improvement projects.
Departments may request to carry appropriations forward into the next fiscal year that
remain unspent at the end of the fiscal year. These requests are submitted to the Finance
Director for review and then approved or denied by the City Manager. In order for an
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appropriation to be carried forward into the next fiscal year, it must meet the following
criteria:
1) The appropriation must be for an item or service specifically listed in the requesting
department’s budget. Appropriations for regular and ordinary operating
expenditures may not be carried forward. Purchases of items and services not
listed in the requesting department’s budget are not eligible for carryover.
2) The amount of the appropriation may not be lower than the lesser of 1) one percent
of the activity’s budget, or 2) $5,000.
3) All appropriations to be carried forward are contingent upon adequate, available
resources and fund balance.
In addition to these carry forward requests, there are many capital improvement projects
that span across fiscal years. These projects must be re-appropriated in accordance with
State budget law. The Finance Department compiles a summary of capital projects and
their remaining, unspent appropriations, and then these unspent project appropriations are
included as part of the budget amendment for the following fiscal year. These two types of
budget carry forwards are the primary basis for the first budget amendment of the year.
The second budget amendment is compiled during the annual budget process. While
department budget requests for the next year are being compiled during the budget process,
departments also submit their revised budget requests for the current year. These requests
help formulate the revised budget for the current year. Revisions to the current year budget
must still comply with the City’s budget amendment policy. Following the completion of the
next year’s budget process and approval in March, the second budget amendment is
compiled and submitted for City Council approval.
Budget Reporting
In accordance with Code of Iowa, the City Council annually adopts a budget following
required public notice and hearing which includes all funds, except internal service funds
and agency funds.
Formal and legal budgetary control is based upon nine major classes of expenditures known
as functions, not by fund or fund type. These nine functions are: Public Safety, Public Works,
Health and Social Services, Culture and Recreation, Community and Economic
Development, General Government, Debt Service, Capital Projects and Business
Type/Enterprises. The legal level control is at the aggregated function level, not at the fund
or fund type level.
Financial statements which compare the fiscal year’s actual revenues and expenditures to
budgeted authority are published by the 31st of December immediately following the end of
the fiscal year (June 30). These statements are also presented for the City, as a whole, in
the notes to that year’s Financial Report. Legal compliance is met if actual expenditures do
not exceed the budgeted expenditures for each of the nine functions.
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Financial Plan Preparation Schedule
August 1 – August 31, 2020
Finance Department meets with each division to review division performance measures and goals,
and their alignment with City Council strategic plan. Performance measurement data is compiled
and summarized.
September 1, 2020
City Council work session discussion regarding fiscal year 2022 budget goals. Capital
Improvement Program (CIP) forms and instructions are distributed to departments.
September 25, 2020
Capital Improvement Program forms are due to the Finance Department.
October 1, 2020
At the department staff meeting, directors will review fiscal policies and priorities, present special
budget issues, distribute budget manuals, and instruct staff on budget preparation process.
October 2 – October 23, 2020
Munis system is available for departments to enter fiscal year 2022 line item budgets, add fiscal
year 2022 budget requests for each activity, and amend fiscal year 2021 line item budgets.
Finance Department develops personnel budget through consultation with the Human Resource
department and each individual department.
October 5, 2020
Finance Department produces preliminary Five-Year CIP.
October 8, 2020
Capital Improvement Program review committee reviews project requests and rankings; committee
makes amendments to the preliminary Program.
October 16, 2020
Finance Department produces amended Five-Year Capital Improvement Program with updated
project rankings.
October 22, 2020
Capital Improvement Program review committee reviews amended program and makes final
Program adjustments.
October 23, 2020
Department directors deliver budget summary to City Manager’s office and Finance Department.
Munis financial system is closed for departmental updates.
November 2 – November 20, 2020
City Manager and Finance Director meet with each department to discuss their divisions’ fiscal year
2022 budget requests and submittals, fiscal year 2021 revised budgets, performance measures,
and goals. Finance Department reviews and updates long range financial plans.
November 23 – November 30, 2020
City Manager’s office reviews budget requests to determine budget issues and discussion items; a
comprehensive summary of significant budget issues is prepared. The Finance Department
combines budget requests and long-range financial plans and prepares financial summaries.
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December 4, 2020
City Manager and Finance Department finalize departmental fiscal year 2022 budget requests,
fiscal year 2021 revised budgets, Five-Year CIP, division goals and performance measures, and
long-range financial plans.
December 18, 2020
The proposed City budget document including the Three-Year Financial Plan, the Five-Year CIP,
and division goals and performance measures is distributed to City Council.
January 2 – February 23, 2021
City Manager and City Council discuss budget process overview, budget environment, proposed
budget, CIP, significant budget issues, and to incorporate Council policy preferences.
February 2, 2021
City Council approves notices of public hearing on the proposed maximum property tax dollars to
be assessed for specified levies for fiscal year 2022.
February 5, 2021
Publication of notice of public hearing on the proposed maximum property tax dollars to be
assessed for specified levies for fiscal year 2022.
February 16, 2021
City Council holds public hearing and adopts resolution setting the maximum property tax dollars to
be assessed for specified levies for the fiscal year 2022 budget.
March 2, 2021
City Council approves notices of public hearing on the proposed fiscal year 2022 budget and the
fiscal year 2021 revised budget.
March 5, 2021
Publication of notice of public hearing on the proposed fiscal year 2022 budget and revised fiscal
year 2021 budget. City budget made available for public inspection at City Hall and library.
March 16, 2021
Following public hearings, the fiscal year 2022 budget, the Three-Year Financial Plan, the Five-
Year CIP, and the fiscal year 2021 revised budget are adopted by City Council.
March 31, 2021
Adopted fiscal year 2022 budget and fiscal year 2021 revised budget are certified with Johnson
County Auditor.
April 6, 2021
City Council sets the hearings for service fee and rate changes for fiscal year 2022, if necessary.
July 1, 2021
New fiscal year begins.
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FINANCIAL AND FISCAL POLICIES
The City of Iowa City's financial policies set forth the basic framework for the overall fiscal
management of the City. These policies assist the decision-making process of the City Council.
These policies provide guidelines for evaluating both current activities and proposals for future
programs.
Most of the policies represent long-standing principles, traditions and practices, and follow
generally accepted accounting principles which have guided the City in the past and have helped
maintain financial stability.
OPERATING BUDGET POLICIES
The City will prepare an annual balanced budget for all operating funds. A balanced budget is
one that has revenues sufficient to equal expenditures.
The City will maintain a budgetary control system to ensure adherence to the budget and will
prepare quarterly reports comparing actual revenues and expenditures to budget.
Operating budgets are established on a fund/department/division/activity basis.
A contingency account will be maintained in the annual General Fund operating budget to
provide for unanticipated expenditures or to meet unexpected increases in service delivery
costs, budgeted annually, at approximately one percent of expenditures and transfers out.
• Budget amendments may be submitted twice per year and require approval of the Department
Director, the Finance Director, and the City Manager. The City Council formally reviews and
approves all budget amendments processed by staff twice per year – once in the late
summer/early fall and once in the spring.
1) Increases or amendments to operating budgets are made only in the following
situations:
• emergency situations
• transfer from contingency
• expenditures with offsetting revenues or fund balance
• carry-over of prior year budget authority for expenses that had not been incurred as
of the end of the fiscal year.
2) Emergency Reserve funds will be transferred to operations for the following purposes:
• to provide natural or other disaster response or mitigation funding/interim loans
• to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or
other State operating assistance
• to mitigate pension, insurance, or health care funding anomalies, emergencies, or
spikes
• to avoid any defaults from the payment of long term or bonded debts
• to assist in the rehabilitation or replacement of fully depreciated or outdated
municipal buildings and facilities to avoid the issuance of long-term debt
• for any other financial emergencies declared by the City Council
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3) Departments may request to carry-over appropriations into the next fiscal year that
remain unspent at the end of the fiscal year. These requests are submitted to the
Finance Director for review and then approved or denied by the City Manager, and are
amended into the following year’s budget. In order for an appropriation to be carried
forward into the next fiscal year, it must meet the following criteria:
• The appropriation must be for an item or service specifically listed in the
requesting department’s budget. Appropriations for regular and ordinary
operating expenditures may not be carried forward.
• The amount of the appropriation may not be lower than the lesser of 1) one
percent of the activity’s budget, or 2) $5,000.
• All appropriations to be carried forward are contingent upon adequate, available
resources and fund balance.
• Capital improvement projects that span across fiscal years must be re-appropriated
each year in accordance with State budget law. The Finance Department compiles
a summary of capital projects and their remaining, unspent appropriations at year-
end. These unspent project appropriations are included as part of the budget
amendment for the following fiscal year.
OPERATING BUDGET PREPARATION CRITERIA
General Guidelines:
• Maintain the fiscal integrity of the City’s operating and capital improvement budgets
in order to provide services and to construct and maintain the City’s infrastructure.
• Maintain the City’s responsible fiscal position and Aaa bond rating.
• Present budget data to the City Council in a format that will facilitate annual budget
decisions based on a three-year planning perspective. Provide the City Council
with a summary of the three-year forecasts.
• Encourage community involvement in the annual budget decision-making process
through public hearings, informal meetings, budget briefs and related informational
efforts.
Service Level Guidelines:
• Deliver service levels which are consistent with the community’s willingness to pay
and the City's available resources.
• Base decisions to reduce service levels or eliminate activities on City Council’s
strategic plan priorities.
• Recognize that City employees are one of the City government's most valuable
resources and are essential to the delivery of high quality, efficient services.
Revenue Guidelines:
• Property tax levy rates will not exceed the limits as established by the State of
Iowa.
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• Revise user fee rate structures to recover the cost of the service provided to the
benefiting customers while maintaining sensitivity to low income residents.
Expenditure Guidelines:
• Support responsible management efforts to increase productivity by providing
resources for office automation, preventive maintenance, risk
management/employee safety, and employee training.
REVENUE POLICIES
The City will try to maintain a diversified and stable revenue system to minimize short-run
fluctuations in any one revenue source.
The City will attempt to maximize benefits from major revenue sources as a way of
maintaining a competitive property tax rate.
The City will follow an aggressive policy of collecting revenues.
The City will establish all user charges and fees at a level related to the full cost (operating,
direct, and indirect) of providing the service, whenever practical.
The City will review licenses, fees, and charges annually to determine if the revenues
support the cost of providing the service.
The financial goal of the Recreation division is for program fees to provide 40% of the
division’s funding.
Parking, Refuse, Wastewater Treatment, Storm Water, Landfill, and Water funds will be
self-supporting through user fees. Self -supporting shall be defined as maintaining a
positive net income after depreciation but before capital contributions, transfers, and
extraordinary items using a GAAP basis of accounting.
Rate adjustments will be submitted to the City Council by ordinance if state or locally
legislated, or by resolution (if not state or locally legislated).
ECONOMIC DEVELOPMENT POLICIES
Alignment with the City’s Strategic Plan will provide the first indicator about whether a
project may be eligible for TIF.
The City will continue to seek projects that diversify existing uses in the given urban
renewal area. Such projects may include Class A office, hotel, entertainment, and
residential uses, provided market studies and financial analysis support such investment.
New office and mixed-use building projects receiving TIF in any urban renewal area shall
be certified Silver or better under the LEED for New Construction Rating System current at
the time of design development. New Residential projects shall be certified Silver under the
National Green Building Standard or the LEED Green Building Rating System appropriate
to the building type. For LEED projects, at least 8 points shall be awarded for the LEED-NC
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Optimize Energy Performance credit.
Applications for TIF support for downtown projects must indicate how the proposed project
will help fulfill the overall vision of the downtown portion of the Downtown and Riverfront
Crossings Plan, while encouraging appropriate infill redevelopment with a mix of building
uses. Building heights must conform to the Desired Heights map in the Plan or provide
exceptional public benefits to be considered otherwise. The provisions of this section will
apply until a Downtown Form-Based Code or urban design plan is adopted.
Properties in the downtown area are designated one of four ways in relation to historic
preservation and affect whether a project may be eligible for TIF. More detail is available on
this policy.
TIF projects in any urban renewal area with a residential component as part of the project
must provide a minimum of 15% of the units as affordable to tenants at or below 60% AMI
(area median income). If those housing units are for sale, units will be targeted to
households at or below 110% AMI.
The City will not contract with or provide any economic development incentives to any
person or entity who has participated in wage theft by violation of the Iowa Wage Payment
Collection law, the Iowa Minimum Wage Act, the Federal Fair Labor Standards Act (FLSA)
or any comparable state statute or local ordinance, which governs the payment of wages.
When a TIF project is based on the creation or retention of jobs, certain wage thresholds
must be met to help ensure the City’s financial participation only serves to increase the
average area wage. As a policy to incentivize the addition of high paying jobs to the local
economy, a jobs-based TIF incentive would be structured using the thresholds of the State
of Iowa High Quality Jobs Program.
Recognizing that some non-profit activity and/or investment in public infrastructure may
influence additional private economic development activity, TIF may be an appropriate tool
to further investment in Iowa City’s cultural and/or natural assets, such as Arts and cultural
activities or facilities, historic preservation, public improvements that serve as a catalyst for
the economic development of the urban renewal area.
Designed to provide a consistent and transparent process for the review and analysis of all
applications for TIF assistance, applications must be complete, must demonstrate sufficient
need for the City’s financial assistance, such that without it, the project would not occur, it
should be understood that the preferred form of TIF is rebate, developer equity must be
equal to or greater than City funding, and it must be project based in that the project must
generate TIF increment sufficient to be self-supporting.
CAPITAL IMPROVEMENT PROGRAM BUDGET POLICIES
The City will develop a five-year Capital Improvement Program (CIP), which will be
reviewed and updated annually, comply with City Council goals and be compatible with the
Comprehensive Plan whenever possible.
The complete five-year CIP funding plan must be balanced each year by matching
projected expenditures with proposed revenue sources by fund.
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Funding for projects should be obtained through borrowing from:
• bond market, general obligation or revenue bonds
• enterprise fund operations and reserves
• internal loans
The City may utilize General Fund cash balances to fund capital projects whenever
available and feasible. For the Airport, it is policy that the General Fund will match up to
$100,000 in grants received per year.
The City shall utilize available funding sources for capital improvements whenever practical
and feasible such as but not limited to:
• federal and state grant funds
• special assessments
• developer contributions
The City will maintain its physical assets at a level adequate to protect the City's capital
investment and to minimize future maintenance and replacement costs. The budget will
provide for the adequate maintenance and the orderly replacement of the capital plant and
equipment from current revenues when possible.
RESERVE POLICIES
The City will establish a contingency line-item in the annual General Fund operating budget
to provide for unanticipated expenditures or to meet unexpected small increases in service
delivery costs, and will be budgeted at approximately one percent of expenditures.
Operating fund balances at fiscal year-end will be maintained at a level to ensure sufficient
cash flow throughout the fiscal year. Unassigned fund balance in the General Fund reserves
will not go below 25% of total revenues and transfers in, with a ceiling of 35%. Fund
balances in excess of 35% will be transferred to the City’s Emergency fund, used to retire
outstanding debt, used to provide property tax relief, or used for facility replacement.
The City will maintain an Emergency fund and will strive to maintain the balance at an
amount equal to the State reimbursement for commercial/industrial property tax replacement
plus the City’s pension and OPEB liabilities.
Debt reserves will be maintained in accordance with applicable bond covenants in the
Water, Wastewater, Parking, and business-type funds with outstanding revenue bonds.
Reserves will be maintained in the City’s business-type funds to ensure sufficient cash flow
throughout the year as well as funds for capital repairs and infrastructure replacement.
Unassigned reserves shall be limited to accumulated depreciation plus 35% of revenues
and transfers in. Excess reserve balances will be transferred to the Emergency fund, used
to retire outstanding debt, used to provide utility rate relief, or reserved for future capital
improvement needs.
Reserves will be maintained for equipment replacement and for unexpected major repairs in
the following areas: Parking, Wastewater, Water, Landfill, Transit, Equipment Replacement,
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Information Technology Services, Central Services, Cable Television Equipment, and
Library Computer Equipment.
Reserves, based on actuaries, will be maintained for the Risk Management Loss Reserve,
Health and Dental Insurance Reserves. Excess reserve balances may be transferred to the
Emergency fund if the City’s OPEB liabilities are not fully funded.
All City trucks, cars and necessary accessories will be maintained on a replacement cost
basis each year. A separate reserve fund has been set up to fund these replacements.
Additions to the fleet are made through allocations in the annual budget. Only Fire
Department fire trucks and equipment and Transit buses will be eligible to be purchased
through the issuance of debt.
All general obligation debt will be paid from the Debt Service Fund. General Obligation debt
applicable to Enterprise Fund projects will be paid out of the Debt Service Fund, but will be
abated from revenues from the respective Enterprise Fund(s).
DEBT POLICIES
Debt shall only be used to finance capital improvement projects, firefighting equipment,
affordable housing developments, participation in state or federal tax credit programs, or
economic development projects. Funding non-emergency capital improvement projects
shall not be authorized by the City Council unless the project has been included in the Five-
Year Capital Improvement Plan (CIP).
The City shall strive to limit debt and to fund projects on a pay-as-you-go basis when
possible.
The City shall manage its debt program so that the amount of net direct debt outstanding at
any time does not exceed 1.50% of the City's total assessed value. The City shall strive to
meet the Moody’s Aaa benchmark of net direct debt outstanding of .75% of the City's total
assessed value. The City’s total outstanding long-term debt will adhere to State law which
sets the limit at 5% of the city’s total assessed value. The use of annually appropriated debt
obligations for the purpose of circumventing the debt limits of this policy is prohibited.
The City’s debt service property tax levy shall not exceed 30% of the total property tax levy.
The City may finance capital needs through the issuance of revenue-secured debt
obligations. For new issues, the amount of revenue-secured debt obligations issued should
have a projected minimum revenue coverage ratio of at least 1.25 times annual debt service
at issuance.
Debt will be structured for the shortest period consistent with a fair allocation of costs to
current and future beneficiaries or users. General obligation bonds will be limited to State
law as to the length of debt.
To the extent possible, repayment of debt should be structured so as to rapidly pay down
principal and should use a level principal or other rapidly amortizing structure whenever
possible. Long-term bonded debt should, as a general rule, be structured with level debt
service payments.
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The City may use lease-purchase obligations in lieu of bonded debt. Use of these
instruments will be limited to specific projects or purposes and will not be utilized as a
general practice for the financing of capital improvement projects.
The City may enter into agreements with commercial banks or other financial entities for
purposes of acquiring lines of credit that shall provide access to credit under terms and
conditions as specified in such agreements.
The City may choose to issue Bond Anticipation Notes (BANs) or similar structures as a
source of interim financing. Tax and Revenue Anticipation Notes will be used only on an
emergency basis and will not be used as a general practice to finance ongoing operations.
General Obligation new money bonds shall be issued by competitive sale. Debt, except for
General Obligation new money bonds, may be sold through a negotiated sale or a private
placement or limited public offering where it is determined to be the best method to achieve
a lower interest cost and/or effectively market the debt.
The City may issue refunding bonds when legally permissible and prudent. The net present
value savings for an advanced refunding should equal or exceed seven percent. The net
present value savings for a current refunding should equal or exceed five percent. The City
may choose to refund outstanding indebtedness when existing bond covenants or other
financial structures impinge on prudent and sound financial management regardless of
projected net present value savings.
The City’s preferred rating agency will be Moody’s Investors Service. The City will strive to
maintain a Moody’s bond rating of ‘Aaa’ for its General Obligation Unlimited Tax (GOULT)
bonded indebtedness. The City will strive to maintain a Moody’s rating of ‘A3’ or higher for
its revenue bonded indebtedness.
The City, as a practice, will not use derivative products in financing transactions.
The Finance Director shall provide the City Manager and City Council an annual long-term
debt disclosure report within 210 days after the fiscal year-end regarding the City’s
outstanding debt and debt program.
ACCOUNTING, AUDITING, AND FINANCIAL REPORTING POLICIES
Quarterly financial reports will be prepared and submitted to the City Council.
A three-year financial plan for all operating funds will be prepared by the City Manager and
presented to the City Council for their review. This will include the current revised year and
two projected years.
A Five-Year Capital Improvement Program budget will be prepared, reviewed, and revised
annually.
An independent audit will be performed annually for all City funds.
The City will produce a Comprehensive Annual Financial Report (CAFR) in accordance with
generally accepted accounting principles as outlined by the Governmental Accounting
Standards Board.
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Long Range Financial Planning
Long range financial planning is conducted by the City in numerous areas of the City’s financial
operations. Where long range financial plans are prepared, the applicable years of the plans are
incorporated into the annual budget process and the three-year financial plan. Discussion of some
of the City’s operations and their long-range financial planning and projections is provided below.
Major Fund Financial Projections
In each major operating fund, there is a long-term financial projection included at the end of each
Fund Summary. Each long-term projection is presented through the year 2025 and includes a trend
analysis and a chart of revenues and expenditures. These projections are done through a software
package known as Synario.
Major funds that have long-term financial projections incorporated are the General Fund, Employee
Benefits Fund, Debt Service Fund, Parking Fund, Transit Fund, Wastewater Fund, Water Fund,
Refuse Collection Fund, Landfill Fund, and the Storm Water Fund. The Housing Authority Fund
does not include a long-term financial projection as this is entirely dependent on federal grant
funding and will fluctuate for factors beyond the control of the City Council or management. One
non-major fund that also incorporates a long-term financial projection is the Road Use Tax Fund. A
long-term financial projection is included for the Road Use Tax Fund due to the importance of this
fund’s activities to the City’s overall operation and its relevance to the General Fund and Employee
Benefits Fund.
Impact of State property tax reform
On May 22, 2013, the State of Iowa legislature passed a property tax reform bill (SF295) that will
have a significant impact on the City’s ability to finance services in the future. The property tax
reform bill has multiple components including changes to the taxability of residential, multi-
residential, commercial, and industrial property. A ‘backfill’ or replacement of local property taxes
with State funding was established to provide financial assistance to local governing jurisdictions
affected by the property tax legislation.
The City funds for which property tax is a significant funding source include the General Fund, the
Debt Service Fund, the Employee Benefits Fund, the Transit Fund, the SSMID-Downtown District
Fund, and the Tax Increment Financing Fund. Property tax also supports the Road Use Tax Fund,
the Airport Fund, and the Metro Planning Organization of Johnson County (MPOJC) Fund through
subsidy transfers from the Employee Benefits Fund and the General Fund.
The backfill revenue received from the State of Iowa to replace property tax revenues lost due to the
rollback of commercial and industrial property was $1,048,359 in fiscal year 2015, $2,080,228 in
fiscal year 2016, $1,582,567 in fiscal year 2017, $1,546,743 in fiscal year 2018, $1,551,685 in fiscal
year 2019, $1,542,660 in fiscal year 2020, and is estimated to be $1,915,998 and $1,554,162 in
fiscal years 2021 and 2022, respectively. The total projected impact of the property tax reform over
ten years for the City is estimated to be a loss of $51,694,623.
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The strategy that the City has undertaken in response to the property tax reform is to 1) seek
revenue diversification, 2) build contingency funding to provide for unexpected events, and 3) work
to build a more efficient organization and to control spending. As part of this strategy, the City has
created an Emergency Reserve fund that is an assigned portion of the General Fund. The targeted
balance for this reserve is the amount of the State reimbursement for the commercial/industrial
property tax replacement plus the City’s pension and OPEB liabilities.
The Appendix contains a State Property Tax Reform Impact Summary with further details of the bill
and a description of the estimated financial impact of the provisions of SF295 to the City over its first
ten years.
Landfill Replacement & Closure Reserves
The Landfill Fund maintains a number of reserves that serve various purposes. Some of these
reserves are required by law and some are created by management to financially prepare for future
occurrences. Legally, the City is required to maintain and fund a closure and a post-closure reserve
to ensure that sufficient funds are retained to close and monitor landfill cells as they become full. In
order to comply with these funding requirements, the City hires a certified landfill engineering firm to
calculate the future cost requirements and to provide us with a certified report. The City is required
to have a pro-rated share of this funding placed into the proper closure and post-closure funds
based upon the amount of tonnage that the landfill can accept versus how much has actually been
deposited. The City maintains these accounting records and files a funding report with the State of
Iowa annually. The estimated balance for fiscal year 2022 in the closure and post-closure funds
totals $14,770,510.
The City also maintains a reserve to set funds aside for the construction of new landfill cells as
current ones are closed. A cost-per-ton for landfill cell replacement has been calculated based on
the actual costs to replace the last landfill cell. Each quarter, as trash is deposited into the landfill, a
cost-per-ton transfer is made from the landfill operations to the replacement reserve. These funds
are intended to eliminate future borrowing or significant rate adjustments in order to open new cells.
The budgeted balance for the landfill cell replacement reserve for fiscal year 2022 is $9,434,175.
At June 30, 2020, it is estimated that the landfill had deposited 4,596,826 tons versus its permitted
capacity of 5,431,000 or 85%.
Capital replacement reserves
The City maintains long-term replacement reserves including cable television equipment, library
equipment, vehicles and heavy equipment, information technology equipment replacement, transit
system buses and facilities, parking facilities, water and wastewater facilities, airport infrastructure,
and storm water infrastructure. Included in the operating budget are transfers and internal charges
to the replacement reserves for the purpose of funding the replacement of these types of equipment,
facilities, and infrastructure. Equipment Fund transfers are equivalent to the annual depreciation on
the equipment so that these replacements are fully funded when they are necessary. The
replacement reserve for transit buses and facilities is funded at 20% of accumulated depreciation
due to the availability of state and federal grants to make these purchases. Transit buses and
91
facilities are depreciated using the straight-line method over an eight-year useful life. These grants
typically fund 80% - 85% of the acquisition cost of the bus. The projected balances for replacement
funds for fiscal year 2022 are as follows:
Reserve Fund Balance
Library equipment equipment General 432,736$
Public transportation buses & facilities Transit 5,131,700$
Facility replacement General 9,000,000$
Vehicles and heavy equipment Equipment 14,695,599$
Cable television equipment General 153,529$
Info technology equipment ITS 756,124$
Wastewater infrastructure & facilities Wastewater 6,024,570$
Water infrastructure & facilities Water 2,927,500$
Airport infrastructure & facilities Airport 136,156$
Stormwater infrastructure & facilities Storm Water 399,000$
The City also collects funds to replace copy machines through a charge-per-copy that is collected in
the Central Services Fund. This fund is projected to have $789,694 in fund balance at the end of
fiscal year 2022 available for the replacement of copy machines.
Risk Management and Health & Dental Insurance Reserves (OPEB)
The City contracts for actuarial services for the purpose of calculating and maintaining reserves that
are intended to provide for certain liabilities. Actuarial calculations regarding liabilities for future
expenditures are determined for risk management (liability, workers compensation, and property
insurance) payments, health and dental insurance payments, and retiree health and dental
insurance benefits. Actuarial calculations are updated annually and help determine internal charge
rates and premium rates for risk management and health insurance charges. The estimated Risk
Management fund reserve for fiscal year 2022 is $4,116,014. The estimated Health Insurance
reserve for fiscal year 2022 is $12,467,090 of which $8,627,420 is being reserved for Other Post-
Employment Benefit (OPEB) liabilities. The OPEB liability was calculated with the actuarial
assumption of a 2.66% discount rate, an inflation rate of 2.6% per annum, a salary increase rate of
3.25%, and an annual medical trend rate of 8.00% decreasing 0.5% each year to a 4.5% ultimate
medical trend rate. The estimated Dental Insurance reserve for fiscal year 2022 is $426,842.
Capital Project Plan
The five-year capital improvement program (CIP) is developed and updated annually through a
process involving all City departments in the collection and review of the capital improvement needs
of the City. The plan reviews, plans, and prioritizes the capital replacement and capital expansion
needs of the City in coordination with the City’s financial and operational demands. The City’s five-
year capital improvement plan is integrated into the City’s financial plan and annual budget. This
plan also coordinates with the City’s long range debt planning to ensure that sufficient debt funding
is available at the time improvements are needed or expected. The projected debt issues in the
program have been integrated into the Debt Service Fund’s budget.
Below is the five-year capital improvement plan expenditure summary by division.
92
Total expenditures for the Capital Improvement Program for years 2021 – 2025 are $184,333,930.
Total funding sources for the Capital Improvement Program for year 2021 – 2025 are $183,158,930.
The five-year Capital Improvement Program is presented as part of the Capital Projects Fund
section of the budget.
2021 2022 2023 2024 2025 Total
Airport 774,150$ 325,000$ 1,700,000$ 150,000$ 2,949,150$
Cemetery 50,000 50,000
Development Services 250,000 250,000
Equipment 750,000 750,000
Fire 1,995,000 1,360,000 1,200,000 4,555,000
Landfill 2,087,000 685,000 4,790,000 840,000 8,402,000
Library 150,000 325,000 25,000 500,000
Parking Operations 750,000 890,000 770,000 705,000 737,500 3,852,500
Parks Administration 50,000 700,000 260,000 100,000 250,000 1,360,000
Parks Maintenance 1,900,000 1,265,000 2,490,000 2,045,000 6,525,000 14,225,000
Police 125,000 108,500 233,500
Public Works Administration 410,000 410,000
Recreation 110,000 690,000 650,000 650,000 5,950,000 8,050,000
Refuse Operations 550,000 550,000
Senior Center 700,000 300,000 125,000 450,000 350,000 1,925,000
Stormwater 721,000 1,490,000 690,000 990,000 240,000 4,131,000
Street Operations 15,695,470 14,185,470 11,960,470 26,697,470 14,135,470 82,674,350
Transit Operations 350,000 20,050,000 50,000 20,450,000
Wastewater Treatment 2,557,430 2,358,000 12,825,500 3,050,000 2,950,000 23,740,930
Water Operations 1,274,000 890,000 967,500 944,000 1,200,000 5,275,500
TOTAL 30,224,050$ 24,803,470$ 55,686,970$ 39,856,470$ 33,762,970$ 184,333,930$
Capital Improvement Plan 2021-2025
Summary by Division
93
Employee
General Benefits Debt Service Parking Transit Wastewater Water
Fund (10**)Fund (2400)Fund (50**)Fund (710*)Fund (715*)Fund (720*)Fund (730*)
Estimated Fund Balance 7/1/2021 42,755,391$ 4,001,659$ 7,306,229$ 279,450$ 7,278,727$ 24,592,437$ 12,020,634$
Revenues
Property Taxes 40,596,056$ 14,124,714$ 10,791,468$ -$ -$ -$ -$
Other City Taxes 2,439,754 146,258 110,234 - - - -
Licenses, Permits, & Fees 2,563,680 - - - - 11,790 -
Use of Money and Property 802,367 - 27,771 25,000 180,050 175,250 326,530
Intergovernmental 4,006,856 642,437 250,283 - 9,160,829 - -
Charges for Fees and Services 1,266,960 - - 5,677,526 1,967,500 12,356,640 9,846,320
Miscellaneous 6,630,651 - - 275,000 52,020 86,530 642,830
Other Financial Sources 581,147 - 59,178 - - - -
Sub-Total Revenues 58,887,471 14,913,409 11,238,934 5,977,526 11,360,399 12,630,210 10,815,680
Transfers In 13,777,353 - 1,812,590 890,000 5,030,840 3,680,795 3,181,237
Total Revenues & Transfers In 72,664,824$ 14,913,409$ 13,051,524$ 6,867,526$ 16,391,239$ 16,311,005$ 13,996,917$
Expenditures by Department
City Council 152,427$ -$ -$ -$ -$ -$ -$
City Clerk 625,557 - - - - - -
City Attorney 871,284 - - - - - -
City Manager 4,391,026 - - - - - -
Finance 4,696,984 1,426,486 13,084,764 - - - -
Police 16,181,156 - - - - - -
Fire 9,194,319 - - - - - -
Parks & Recreation 10,351,896 - - - - - -
Library 7,104,248 - - - - - -
Senior Center 1,059,527 - - - - - -
Neighborhood & Dvlpmt Services 5,112,115 - - - - - -
Public Works 3,148,619 - - - - 10,036,454 9,272,921
Transportation Services 637,850 - - 3,876,341 12,222,897 - -
Airport - - - - - - -
Governmental Projects - - - - - - -
Enterprise Projects - - - - - - -
Sub-Total Expenditures 63,527,009 1,426,486 13,084,764 3,876,341 12,222,897 10,036,454 9,272,921
Transfers Out 7,950,982 13,151,079 - 2,057,535 885,433 6,036,495 4,069,237
Total Expenditures & Transfers Out 71,477,991$ 14,577,565$ 13,084,764$ 5,933,876$ 13,108,330$ 16,072,949$ 13,342,158$
Estimated Fund Balance 6/30/2022 43,942,224$ 4,337,503$ 7,272,989$ 1,213,100$ 10,561,636$ 24,830,493$ 12,675,393$
Restricted, Committed, Assigned 16,540,004 - - - 5,131,700 10,674,758 6,682,875
Unassigned Fund Balance 6/30/2022 27,402,219$ 4,337,503$ 7,272,989$ 1,213,100$ 5,429,936$ 14,155,735$ 5,992,518$
Additional information regarding changes in fund balances can be found within individual fund summaries.
City of Iowa City
All Fund Summary
Fiscal Year 2022
94
Refuse Housing Capital Non-Major Total Total
Collection Landfill Stormwater Authority Projects Budgetary Budgetary Non-Budgetary All
Fund (7400)Fund (750*)Fund (770*)Fund (79**)Fund Funds Funds Funds Funds
1,070,522$ 24,935,965$ 1,404,315$ 5,971,407$ 3,304,851$ 6,763,507$ 141,685,095$ 37,026,345$ 178,711,440$
-$ -$ -$ -$ -$ 1,443,786$ 66,956,024$ -$ 66,956,024$
- - - - - 4,135,771 6,832,017 - 6,832,017
- - - - - - 2,575,470 - 2,575,470
10,000 399,149 10,000 363,085 - 527,709 2,846,911 262,000 3,108,911
- - - 10,221,509 1,292,500 10,814,891 36,389,305 566,630 36,955,935
3,919,070 6,864,249 1,730,060 - - 40,000 43,668,325 540,158 44,208,483
7,600 65,940 4,600 58,788 - 147,699 7,971,658 22,454,641 30,426,299
- - - 13,000 12,150,000 207,500 13,010,825 125,000 13,135,825
3,936,670 7,329,338 1,744,660 10,656,382 13,442,500 17,317,356 180,250,535 23,948,429 204,198,964
6,500 1,361,409 1,501,200 - 11,274,161 2,297,690 44,813,775 - 44,813,775
3,943,170$ 8,690,747$ 3,245,860$ 10,656,382$ 24,716,661$ 19,615,046$ 225,064,310$ 23,948,429$ 249,012,739$
-$ -$ -$ -$ -$ -$ 152,427$ -$ 152,427$
- - - - - - 625,557 - 625,557
- - - - - - 871,284 - 871,284
- - - - - 946,142 5,337,168 - 5,337,168
- - - - - 2,853,387 22,061,621 15,954,408 38,016,029
- - - - - - 16,181,156 - 16,181,156
- - - - - - 9,194,319 - 9,194,319
- - - - - - 10,351,896 - 10,351,896
- - - - - - 7,104,248 - 7,104,248
- - - - - - 1,059,527 - 1,059,527
- - - 10,390,103 - 3,206,195 18,708,413 - 18,708,413
- - 648,988 - - 6,715,409 29,822,391 5,419,368 35,241,759
4,033,627 5,731,930 - - - - 26,502,645 - 26,502,645
- - - - - 372,257 372,257 - 372,257
- - - - 18,165,470 - 18,165,470 - 18,165,470
- - - - 6,638,000 - 6,638,000 - 6,638,000
4,033,627 5,731,930 648,988 10,390,103 24,803,470 14,093,390 173,148,380 21,373,776 194,522,156
- 1,582,471 2,990,000 51,836 - 5,288,707 44,063,775 750,000 44,813,775
4,033,627$ 7,314,401$ 3,638,988$ 10,441,939$ 24,803,470$ 19,382,097$ 217,212,155$ 22,123,776$ 239,335,931$
980,065$ 26,312,311$ 1,011,187$ 6,185,850$ 3,218,042$ 6,996,456$ 149,537,250$ 38,850,998$ 188,388,248$
- 24,754,149 399,000 1,341,814 - 1,033,807 66,558,106 24,079,143 90,637,250
980,065$ 1,558,163$ 612,187$ 4,844,036$ 3,218,042$ 5,962,649$ 82,979,143$ 14,771,855$ 97,750,999$
City of Iowa City
All Fund Summary
Fiscal Year 2022
95
Other Metro
Road Shared Planning Org.Emergency
CDBG HOME Grant Use Tax Revenue of Jo. Co.Levy
Fund (2100)Fund (2110)Fund (2200)Fund (2300)Fund (2350)Fund (2450)
Estimated Fund Balance 7/1/2021 33,704$ 90,929$ 2,910,064$ 2,639$ 422,495$ 3,255$
Revenues
Property Taxes -$ -$ -$ -$ -$ 1,013,690$
Other City Taxes - - - - - 10,243
Licenses, Permits, & Fees - - - - - -
Use of Money and Property 17,265 16,070 - - 4,000 -
Intergovernmental 697,968 511,786 9,163,300 - 384,796 23,052
Charges for Fees and Services - - 40,000 - - -
Miscellaneous 16,340 25,000 90,200 - 5,500 -
Other Financial Sources 95,000 112,500 - - - -
Sub-Total Revenues 826,573 665,356 9,293,500 - 394,296 1,046,985
Transfers In - - 631,319 - 412,371 -
Total Revenues & Transfers In 826,573$ 665,356$ 9,924,819$ -$ 806,667$ 1,046,985$
Expenditures by Department
City Council -$ -$ -$ -$ -$ -$
City Clerk - - - - - -
City Attorney - - - - - -
City Manager - - - - - 946,142
Finance - - - - - -
Police - - - - - -
Fire - - - - - -
Parks & Recreation - - - - - -
Library - - - - - -
Senior Center - - - - - -
Neighborhood & Dvlpmt Services 798,093 522,164 - - 813,751 -
Public Works - - 6,715,409 - - -
Transportation Services - - - - - -
Airport - - - - - -
Governmental Projects - - - - - -
Enterprise Projects - - - - - -
Sub-Total Expenditures 798,093 522,164 6,715,409 - 813,751 946,142
Transfers Out - - 3,302,938 - - 100,000
Total Expenditures & Transfers Out 798,093$ 522,164$ 10,018,347$ -$ 813,751$ 1,046,142$
Estimated Fund Balance 6/30/2022 62,184$ 234,121$ 2,816,536$ 2,639$ 415,411$ 4,098$
Restricted, Committed, Assigned - - - - - -
Unassigned Fund Balance 6/30/2022 62,184$ 234,121$ 2,816,536$ 2,639$ 415,411$ 4,098$
Additional information regarding changes in fund balances can be found within individual fund summaries.
City of Iowa City
Non-Major Budgetary Fund Summary
Fiscal Year 2022
96
Iowa City Tax Total
Affordable Property Increment SSMID -Non-Major
Housing Management Financing Downtown Airport Budgetary
Fund (2500)Fund (2510)Fund (26**)Fund (2820)Fund (7600)Funds
1,622,344$ 223,035$ 1,224,381$ -$ 230,662$ 6,763,507$
-$ -$ -$ 430,096$ -$ 1,443,786$
- - 4,125,528 - - 4,135,771
- - - - - -
- 117,534 - - 372,840 527,709
- - - 33,989 - 10,814,891
- - - - - 40,000
- 10,399 - - 260 147,699
- - - - - 207,500
- 127,933 4,125,528 464,085 373,100 17,317,356
1,000,000 - 154,000 - 100,000 2,297,690
1,000,000$ 127,933$ 4,279,528$ 464,085$ 473,100$ 19,615,046$
-$ -$ -$ -$ -$ -$
- - - - - -
- - - - - -
- - - - - 946,142
- - 2,389,302 464,085 - 2,853,387
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
1,000,000 72,187 - - - 3,206,195
- - - - - 6,715,409
- - - - - -
- - - - 372,257 372,257 -
- - - - - -
- - - - - -
1,000,000 72,187 2,389,302 464,085 372,257 14,093,390
- - 1,853,269 - 32,500 5,288,707
1,000,000$ 72,187$ 4,242,571$ 464,085$ 404,757$ 19,382,097$
1,622,344$ 278,781$ 1,261,338$ -$ 299,005$ 6,996,456$
- - 797,651 - 236,156 1,033,807
1,622,344$ 278,781$ 463,687$ -$ 62,849$ 5,962,649$
City of Iowa City
Non-Major Budgetary Fund Summary
Fiscal Year 2022
97
Risk Information Central Health Dental Total
Equipment Management Technology Services Insurance Insurance Non-Budgetary
Fund (810*)Reserve (8200)Fund (830*)Fund (8400)Reserve (8500)Reserve (8600)Funds
Estimated Fund Balance 7/1/2021 16,081,208$ 4,136,545$ 3,236,689$ 761,272$ 12,426,610$ 384,020$ 37,026,345$
Revenues
Property Taxes -$ -$ -$ -$ -$ -$ -$
Other City Taxes - - - - - - -
Licenses, Permits, & Fees - - - - - - -
Use of Money and Property 150,000 25,000 30,000 5,000 50,000 2,000 262,000
Intergovernmental 566,630 - - - - - 566,630
Charges for Fees and Services 700 - 17,420 - 505,180 16,858 540,158
Miscellaneous 6,787,361 1,664,680 2,785,591 231,009 10,563,400 422,600 22,454,641
Other Financial Sources 125,000 - - - - - 125,000
Sub-Total Revenues 7,629,691 1,689,680 2,833,011 236,009 11,118,580 441,458 23,948,429
Transfers In - - - - - - -
Total Revenues & Transfers In 7,629,691$ 1,689,680$ 2,833,011$ 236,009$ 11,118,580$ 441,458$ 23,948,429$
Expenditures by Department
City Council -$ -$ -$ -$ -$ -$ -$
City Clerk - - - - - - -
City Attorney - - - - - - -
City Manager - - - - - - -
Finance - 1,710,211 2,559,874 207,587 11,078,100 398,636 15,954,408
Police - - - - - - -
Fire - - - - - - -
Parks & Recreation - - - - - - -
Library - - - - - - -
Senior Center - - - - - - -
Neighborhood & Dvlpmt Services - - - - - - -
Public Works 5,419,368 - - - - - 5,419,368
Transportation Services - - - - - - -
Airport - - - - - - -
Governmental Projects - - - - - - -
Enterprise Projects - - - - - - -
Sub-Total Expenditures 5,419,368 1,710,211 2,559,874 207,587 11,078,100 398,636 21,373,776
Transfers Out 750,000 - - - - - 750,000
Total Expenditures & Transfers Out 6,169,368$ 1,710,211$ 2,559,874$ 207,587$ 11,078,100$ 398,636$ 22,123,776$
Estimated Fund Balance 6/30/2022 17,541,531$ 4,116,014$ 3,509,826$ 789,694$ 12,467,090$ 426,842$ 38,850,998$
Restricted, Committed, Assigned 14,695,599 - 756,124 - 8,627,420 - 24,079,143
Unassigned Fund Balance 6/30/2022 2,845,932$ 4,116,014$ 2,753,702$ 789,694$ 3,839,670$ 426,842$ 14,771,855$
Additional information regarding changes in fund balances can be found within individual fund summaries.
City of Iowa City
Non-Budgetary Fund Summary
Fiscal Year 2022
98
2018
Actual
2019
Actual
2020
Actual
2021
Revised
2022
Budget
2023
Projected
Budgetary Fund Revenues
General Fund
10** General Fund 51,880,377$ 56,279,461$ 54,093,751$ 59,440,679$ 58,887,471$ 60,105,406$
Special Revenue Funds
2100 CDBG 658,178 758,935 696,930 2,095,404 826,573 826,573
2110 HOME Grant 666,926 714,103 890,256 868,153 665,356 665,356
2200 Road Use Tax Fund 8,539,943 8,955,947 9,343,122 8,935,700 9,293,500 9,385,133
2300 Other Shared Revenue 270,089 8,333 12,500 39,927 - -
2350 Metro Planning Org of Johnson Co 320,459 378,503 393,607 394,167 394,296 409,776
2400 Employee Benefits 11,668,231 12,845,423 12,798,747 14,712,009 14,913,409 15,337,150
2450 Emergency Levy - - 2,613 1,001,442 1,046,985 1,053,844
2500 Affordable Housing 415,749 422,309 (26,615) - - -
2510 Peninsula Apartments 73,278 70,805 65,497 68,430 127,933 127,933
26** Tax Increment Financing 2,473,728 2,598,651 3,479,948 2,608,203 4,125,528 3,993,833
2820 SSMID - Downtown 354,385 397,730 371,277 492,596 464,085 476,988
Debt Service Fund
5*** Debt Service 13,288,394 12,811,836 12,084,974 11,450,899 11,238,934 11,562,678
Enterprise Funds
710* Parking 8,486,558 6,192,536 4,555,583 3,402,700 5,977,526 5,977,526
715* Transit 8,276,309 4,535,779 5,114,607 4,450,305 11,360,399 4,633,249
720* Wastewater 13,115,285 13,424,866 12,854,265 11,895,436 12,630,210 12,753,749
730* Water 9,827,060 10,065,852 10,398,875 9,550,860 10,815,680 10,927,614
7400 Refuse Collection 3,521,446 3,717,374 3,808,883 3,873,320 3,936,670 3,975,859
750* Landfill 7,028,784 7,105,849 7,273,518 7,347,301 7,329,338 7,322,329
7600 Airport 385,582 367,258 444,565 345,820 373,100 373,100
7700 Stormwater 1,589,311 1,595,027 1,749,864 1,714,700 1,744,660 1,761,961
79** Housing Authority 9,620,510 10,293,528 10,379,669 10,977,513 10,656,382 10,656,382
Capital Projects Fund
Governmental Projects 12,981,813 15,145,337 19,874,276 26,983,787 13,442,500 38,270,500
Enterprise Projects 1,919,909 1,528,537 - - - -
Total Budgetary Revenues 167,362,304$ 170,213,979$ 170,660,713$ 182,649,351$ 180,250,535$ 200,596,939$
Non-Budgetary Fund Revenues
Internal Service Funds
810* Equipment 6,910,467 7,327,947 7,106,528 7,508,587 7,629,691 7,765,438
8200 Risk Management 1,707,274 1,671,941 1,741,050 1,646,580 1,689,680 1,721,260
830* Information Technology 2,294,690 2,444,853 2,693,000 2,495,792 2,833,011 2,863,067
8400 Central Services 228,890 252,275 243,536 255,988 236,009 240,627
8500 Health Insurance 8,401,738 8,887,214 10,272,878 11,196,638 11,118,580 11,672,009
8600 Dental Insurance 407,695 411,909 411,351 458,475 441,458 454,642
Total Non-Budgetary Expenditures 19,950,757$ 20,996,138$ 22,468,344$ 23,562,060$ 23,948,429$ 24,717,042$
Total Revenues - All Funds 187,313,062$ 191,210,117$ 193,129,057$ 206,211,411$ 204,198,964$ 225,313,982$
Additional information regarding specific funds can be found within individual fund summaries.
City of Iowa City
All Funds
Revenues by Fund
99
2018
Actual
2019
Actual
2020
Actual
2021
Revised
2022
Budget
2023
Projected
Budgetary Fund Revenues
Property Taxes 56,525,799$ 59,115,402$ 59,360,168$ 65,849,136$ 66,956,024$ 68,964,705$
Other City Taxes
Gas/Electric Excise Tax 684,299 667,713 677,100 633,387 636,257 636,257
Mobile Home Tax 61,182 58,354 51,211 58,361 51,710 51,210
Hotel/Motel Tax 1,045,696 1,301,827 1,134,864 650,860 1,134,862 1,134,862
Utility Franchise Tax 976,060 964,690 883,652 964,690 883,660 883,660
TIF Revenues 2,459,216 2,564,840 3,434,710 2,593,203 4,125,528 3,993,833
Other City Taxes Total 5,226,452 5,557,424 6,181,536 4,900,501 6,832,017 6,699,822
Licenses, Permits, & Fees
General Use Permits 71,654 86,756 15,063 14,180 63,210 63,210
Food & Liq Licenses 110,377 126,709 95,476 126,710 95,480 95,480
Professional License 7,605 6,150 3,925 6,160 5,050 5,050
Franchise Fees 662,448 586,428 438,753 580,000 581,900 581,900
Misc Permits & Licenses 40,881 58,608 68,060 49,620 54,990 54,990
Const Per & Ins Fees 1,850,539 2,141,423 1,742,746 1,794,820 1,774,840 1,774,840
Licenses, Permits, & Fees Total 2,743,504 3,006,074 2,364,024 2,571,490 2,575,470 2,575,470
Use Of Money And Property
Interest Revenues 2,879,001 4,198,581 3,277,337 1,209,842 1,484,392 1,474,883
Rents 1,385,468 1,290,859 1,177,377 1,062,629 1,264,564 1,263,364
Royalties & Commissions 108,842 106,716 100,348 87,603 97,955 97,955
Use Of Money And Property Total 4,373,310 5,596,157 4,555,062 2,360,074 2,846,911 2,836,202
Intergovernmental
Fed Intergovnt Revenue 13,152,242 13,349,850 15,404,149 25,383,381 20,789,970 29,770,320
Property Tax Credits 1,554,683 1,559,040 1,519,888 1,923,358 1,558,690 1,535,638
Road Use Tax 8,426,502 8,820,138 9,163,303 8,820,140 9,163,300 9,254,933
State 28E Agreements 2,003,939 2,060,750 2,107,692 2,394,419 1,964,420 1,964,420
Operating Grants 73,825 69,584 66,984 69,580 66,980 66,980
Disaster Assistance 110,085 - - - - -
Other State Grants 5,483,837 3,203,172 5,601,294 6,657,595 1,532,465 532,465
Local 28E Agreements 1,151,557 1,204,577 1,280,923 2,900,435 1,313,480 1,328,959
Intergovernmental Total 31,956,672 30,267,112 35,144,234 48,148,908 36,389,305 44,453,715
Charges For Fees & Services
Building & Devlpmt 908,376 1,219,311 492,643 428,570 413,910 413,910
Police Services 127,496 149,766 188,901 30,000 98,710 98,710
Animal Care Services 10,775 14,922 13,484 14,920 13,480 13,480
Fire Services 7,632 9,060 8,880 9,060 8,880 8,880
Transit Fees 1,226,643 1,220,379 968,924 750,390 1,220,390 1,220,390
Culture & Recreation 774,778 767,966 467,105 568,278 696,126 696,126
Misc Charges For Services 69,449 69,454 53,024 51,200 61,234 61,234
Water Charges 9,475,186 9,645,556 10,051,603 9,448,310 9,851,600 9,950,116
Wastewater Charges 12,621,036 12,830,133 12,353,935 11,631,416 12,353,930 12,477,469
Refuse Charges 4,010,218 4,056,934 4,185,695 4,316,840 4,334,880 4,374,070
Landfill Charges 5,933,293 5,889,533 5,961,888 6,410,000 6,450,049 6,450,049
Stormwater Charges 1,551,384 1,568,019 1,730,056 1,700,000 1,730,060 1,747,361
Parking Charges 6,331,040 6,546,854 4,795,660 3,775,260 6,435,076 6,435,076
Charges For Fees & Services Total 43,047,308$ 43,987,888$ 41,271,797$ 39,134,244$ 43,668,325$ 43,946,871$
City of Iowa City
All Funds
Revenues by Type
100
2018
Actual
2019
Actual
2020
Actual
2021
Revised
2022
Budget
2023
Projected
City of Iowa City
All Funds
Revenues by Type
Miscellaneous
Code Enforcement 232,315$ 278,070$ 300,368$ 68,100$ 306,900$ 306,900$
Parking Fines 475,356 602,260 438,244 525,000 488,220 488,220
Library Fines & Fees 143,285 135,183 60,545 10,000 50,000 50,000
Contrib & Donations 890,423 453,913 405,111 544,237 355,050 355,050
Printed Materials 42,374 51,279 39,128 46,710 38,175 38,175
Animal Adoption 12,955 45,839 62,646 35,000 45,000 45,000
Misc Merchandise 55,901 57,232 36,506 37,450 41,330 41,330
Intra-City Charges 3,962,198 4,428,621 4,667,718 5,090,750 5,173,475 5,173,475
Other Misc Revenue 908,992 852,007 913,580 769,200 1,473,218 1,487,889
Special Assessments 808 568 294 570 290 290
Miscellaneous Total 6,724,607 6,904,973 6,924,141 7,127,017 7,971,658 7,986,329
Other Financial Sources
Debt Sales 12,174,462 12,565,848 13,012,385 11,161,140 12,150,000 22,270,500
Sale Of Assets 3,633,506 1,586,827 901,476 1,051,700 521,242 521,242
Insurance Recoveries - 279,874 2,258 - - -
Loans 956,682 1,346,402 943,633 345,141 339,583 342,083
Other Financial Sources Total 16,764,651 15,778,950 14,859,752 12,557,981 13,010,825 23,133,825
Total Budgetary Revenues 167,362,304$ 170,213,979$ 170,660,713$ 182,649,351$ 180,250,535$ 200,596,939$
Non-Budgetary Fund Revenues
Internal Service Funds 19,950,757 20,996,138 22,468,344 23,562,060 23,948,429 24,717,042
Total Non-Budgetary Revenues 19,950,757$ 20,996,138$ 22,468,344$ 23,562,060$ 23,948,429$ 24,717,042$
Total Revenues - All Funds 187,313,062$ 191,210,117$ 193,129,057$ 206,211,411$ 204,198,964$ 225,313,982$
Property Taxes
7%
Other City Taxes
4%Licenses, Permits, & Fees
24%
Use Of Money And
Property
20%
Intergovernmental
2%
Charges For Fees &
Services
2%
Miscellaneous
4%
Other Financial Sources
37%
Budgetary Fund Revenues by Type
101
2018
Actual
2019
Actual
2020
Actual
2021
Revised
2022
Budget
2023
Projected
Budgetary Fund Expenditures
General Fund
10** General Fund 52,714,596$ 55,494,497$ 57,237,518$ 64,291,804$ 63,527,009$ 64,882,949$
Special Revenue Funds
2100 CDBG 592,163 628,016 710,805 1,916,454 798,093 815,960
2110 HOME Grant 558,825 799,452 864,090 739,827 522,164 533,176
2200 Road Use Tax Fund 6,059,424 6,653,708 6,541,337 6,918,828 6,715,409 6,965,387
2300 Other Shared Revenue 333,421 29,885 1,810 39,927 - -
2350 Metro Planning Org of Johnson Co 591,338 618,626 666,417 784,616 813,751 836,692
2400 Employee Benefits 967,457 806,781 1,380,902 1,321,730 1,426,486 1,455,589
2450 Emergency Levy - - - 900,800 946,142 859,888
2500 Affordable Housing 325,000 995,422 782,779 1,000,000 1,000,000 1,000,000
2510 Peninsula Apartments 50,641 55,583 60,567 57,548 72,187 73,107
26** Tax Increment Financing 392,130 418,306 1,545,792 1,159,444 2,389,302 2,511,132
2820 SSMID - Downtown 354,385 397,730 367,177 496,696 464,085 476,988
Debt Service Fund
5*** Debt Service 13,469,600 13,678,214 13,038,331 14,519,819 13,084,764 12,935,863
Enterprise Funds
710* Parking 6,516,098 6,534,781 13,153,203 4,271,531 3,876,341 3,982,025
715* Transit 11,920,706 7,446,609 8,285,908 7,916,023 12,222,897 8,427,688
720* Wastewater 15,738,755 12,613,542 8,928,996 9,916,375 10,036,454 9,461,361
730* Water 14,382,141 8,285,265 8,512,594 9,238,009 9,272,921 9,527,354
7400 Refuse Collection 3,106,776 3,440,755 3,687,875 3,948,567 4,033,627 4,115,023
750* Landfill 4,940,648 6,064,090 5,337,862 5,526,979 5,731,930 5,831,771
7600 Airport 468,122 395,866 421,723 367,283 372,257 380,575
7700 Stormwater 497,954 451,277 603,911 679,161 648,988 664,869
79** Housing Authority 9,342,128 10,030,517 9,904,793 12,783,432 10,390,103 10,608,849
Capital Projects Fund
Governmental Projects 33,751,050 39,752,910 24,573,233 53,755,115 18,165,470 15,593,970
Enterprise Projects 9,696,038 5,674,170 5,947,033 18,955,819 6,638,000 40,093,000
Total Budgetary Expenditures 186,769,397$ 181,266,003$ 172,554,657$ 221,505,787$ 173,148,380$ 202,033,215$
Non-Budgetary Funds Expenditures
Internal Service Funds
810* Equipment 5,041,436 5,141,589 5,786,860 8,571,165 5,419,368 6,131,891
8200 Risk Management 1,947,564 1,351,299 1,511,332 1,623,630 1,710,211 1,746,726
830* Information Technology 2,034,623 2,072,637 2,430,267 2,513,842 2,559,874 2,804,579
8400 Central Services 188,468 176,149 188,400 251,671 207,587 213,207
8500 Health Insurance 7,848,190 9,105,067 9,129,477 11,070,318 11,078,100 11,631,855
8600 Dental Insurance 364,128 344,357 295,202 449,071 398,636 410,595
Total Non-Budgetary Expenditures 17,424,410$ 18,191,097$ 19,341,538$ 24,479,697$ 21,373,776$ 22,938,853$
Total Expenditures - All Funds 204,193,807$ 199,457,100$ 191,896,195$ 245,985,484$ 194,522,156$ 224,972,068$
Additional information specific funds can be found within individual fund summaries.
City of Iowa City
All Funds
Expenditures by Fund
102
2018
Actual
2019
Actual
2020
Actual
2021
Revised
2022
Budget
2023
Projected
Budgetary Funds Expenditures
City Council 109,461$ 110,580$ 149,212$ 157,929$ 152,427$ 156,416$
City Clerk 491,517 540,893 491,473 557,494 625,557 609,615
City Attorney 765,417 751,266 836,849 871,776 871,284 896,855
City Manager 3,083,553 3,944,970 3,727,694 6,446,966 5,337,168 5,364,668
Finance 18,989,115 19,271,220 20,421,612 22,405,800 22,061,621 22,176,242
Police 13,809,546 14,073,156 14,503,070 15,777,126 16,181,156 16,582,869
Fire 8,030,716 8,292,055 8,477,010 9,048,784 9,194,319 9,448,125
Parks & Recreation 7,993,287 8,191,404 8,574,237 10,376,271 10,351,896 10,404,878
Library 6,400,494 6,403,794 6,327,197 6,949,366 7,104,248 7,262,683
Senior Center 888,544 865,825 913,616 1,027,646 1,059,527 1,093,382
Neighborhood & Dvlpmnt Services 16,732,214 18,776,670 19,058,153 22,631,764 18,708,413 19,101,118
Public Works 38,587,895 30,109,215 27,065,129 29,856,086 29,822,391 29,857,387
Transportation Services 26,972,431 24,112,009 31,067,417 22,320,562 26,502,645 23,011,432
Airport 468,122 395,866 421,723 367,283 372,257 380,575
Capital Projects Fund
Governmental Projects 33,751,050 39,752,910 24,573,233 53,755,115 18,165,470 15,593,970
Enterprise Projects 9,696,038 5,674,170 5,947,033 18,955,819 6,638,000 40,093,000
Total Capital Project Funds 43,447,087 45,427,080 30,520,267 72,710,934 24,803,470 55,686,970
Total Budgetary Expenditures 186,769,397$ 181,266,003$ 172,554,657$ 221,505,787$ 173,148,380$ 202,033,215$
Non-Budgetary Funds Expenditures
Internal Service Funds
Finance 12,382,973 13,049,508 13,554,678 15,908,532 15,954,408 16,806,962
Public Works 5,041,436 5,141,589 5,786,860 8,571,165 5,419,368 6,131,891
Total Non-Budgetary Expenditures 17,424,410$ 18,191,097$ 19,341,538$ 24,479,697$ 21,373,776$ 22,938,853$
Total Expenditures - All Funds 204,193,807$ 199,457,100$ 191,896,195$ 245,985,484$ 194,522,156$ 224,972,068$
City of Iowa City
All Funds
Expenditures by Department
City Council
0%City Clerk
0%
City Attorney
0%City Manager
4%
Finance
15%
Police
11%
Fire
6%
Parks &
Recreation
7%
Library
5%
Senior Center
1%
Neighborhood &
Dvlpmnt Services
13%
Public Works
20%
Transportation Services
18%
Airport
0%
Budgetary Fund Expenditures by Department
(excluding Capital Projects)
103
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 4,072,422$ 1,058,127$ 84,415$ 1,148,470$ 20,052$ -$ 4,300,266$ -$ 10,683,752$
Special Revenue Funds:
Employee Benefits 12,350,680 622,793 12,973,473
CDBG 128,036 128,036
Road Use Tax 86,622 320,450 2,797,000 73,452 3,277,524
Emergency Levy 100,000 100,000
Tax Increment Financing 88,916 2,165 1,001,061 1,092,142
Enterprise Funds:
From Parking 750,000 1,023,405 1,773,405
From Transit 250,000 160,000 410,000
From Wastewater 2,187,430 2,500,000 2,862,250 7,549,680
From Water 1,310,000 1,300,000 1,861,965 4,471,965
From Refuse Collection 550,000 550,000
From Landfill 2,217,000 893,110 3,110,110
From Airport 83,415 83,415
From Stormwater 721,000 1,000,000 1,721,000
From Housing Authority 50,720 50,720
Capital Project Funds 1,375,000 1,375,000
Internal Service Funds:
From Equipment 100,000 100,000
Total Transfers In:16,649,360$ 2,001,370$ 84,415$ 12,344,516$ 1,021,113$ -$ 12,625,233$ 4,724,215$ 49,450,222$
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 4,072,422$ 12,437,302$ 88,916$ -$ -$ -$ 50,720$ -$ 16,649,360$
Road Use Tax Fund 622,793 622,793
Other Special Revenue Funds 1,142,542 320,450 1,462,992
Debt Service Fund 20,052 1,001,061 1,021,113
Enterprise Funds 4,300,266 73,452 1,375,000 6,876,515 12,625,233
Debt Service Reserves 4,724,215 4,724,215
Capital Project Funding 1,148,470 3,025,036 2,165 100,000 8,068,845 12,344,516
Total Transfers Out:10,683,752$ 16,479,033$ 1,092,142$ 1,375,000$ -$ 100,000$ 19,720,295$ -$ 49,450,222$
City of Iowa City
Revised Budget Transfer Schedule
Fiscal Year 2021
Transfers In
Transfers Out
104
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 1,072,422$ 1,071,789$ 154,000$ 1,263,470$ 20,052$ -$ 4,369,249$ -$ 7,950,982$
Special Revenue Funds:
Employee Benefits 12,519,760 631,319 13,151,079
Road Use Tax 90,795 340,582 2,797,000 74,561 3,302,938
Emergency Levy 100,000 100,000
Tax Increment Financing 42,540 18,191 1,792,538 1,853,269
Enterprise Funds:
From Parking 890,000 1,167,535 2,057,535
From Transit 885,433 885,433
From Wastewater 2,358,000 2,500,000 1,178,495 6,036,495
From Water 890,000 1,300,000 1,879,237 4,069,237
From Landfill 685,000 897,471 1,582,471
From Airport 32,500 32,500
From Stormwater 1,490,000 1,500,000 2,990,000
From Housing Authority 51,836 51,836
Internal Service Funds:
From Equipment 750,000 750,000
Total Transfers In:13,777,353$ 2,043,690$ 154,000$ 11,274,161$ 1,812,590$ -$ 12,694,249$ 3,057,732$ 44,813,775$
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 1,072,422$ 12,610,555$ 42,540$ -$ -$ -$ 51,836$ -$ 13,777,353$
Road Use Tax Fund 631,319 631,319
Other Special Revenue Funds 1,225,789 340,582 1,566,371
Debt Service Fund 20,052 1,792,538 1,812,590
Enterprise Funds 4,369,249 74,561 8,250,439 12,694,249
Debt Service Reserves 3,057,732 3,057,732
Capital Project Funding 1,263,470 2,897,000 18,191 750,000 6,345,500 11,274,161
Total Transfers Out:7,950,982$ 16,554,017$ 1,853,269$ -$ -$ 750,000$ 17,705,507$ -$ 44,813,775$
City of Iowa City
Proposed Budget Transfer Schedule
Fiscal Year 2022
Transfers In
Transfers Out
105
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund Enterprise
Debt
Reserves Total
General Fund 1,072,422$ 1,073,943$ 165,000$ 1,291,970$ 20,052$ 4,491,314$ -$ 8,114,701$
Special Revenue Funds:
Employee Benefits 12,895,353 650,259 13,545,612
Road Use Tax 93,519 350,799 2,647,000 75,687 3,167,005
Emergency Levy 100,000 100,000
Tax Increment Financing 42,540 1,699,933 1,742,473
Enterprise Funds:
From Parking 770,000 1,281,726 2,051,726
From Transit 4,050,000 160,000 4,210,000
From Wastewater 2,755,000 3,000,000 (512,688) 5,242,312
From Water 967,500 1,500,000 1,323,876 3,791,376
From Landfill 4,790,000 897,471 5,687,471
From Stormwater 690,000 1,000,000 1,690,000
From Housing Authority 53,391 53,391
Total Transfers In:14,157,225$ 2,075,001$ 165,000$ 18,061,470$ 1,719,985$ 12,406,198$ 811,188$ 49,396,067$
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund Enterprise
Debt
Reserves Total
General Fund 1,072,422$ 12,988,872 42,540$ -$ -$ 53,391$ -$ 14,157,225$
Road Use Tax Fund 650,259 650,259
Other Special Revenue Funds 1,238,943 350,799 1,589,742
Debt Service Fund 20,052 1,699,933 1,719,985
Enterprise Funds 4,491,314 75,687 7,839,197 12,406,198
Debt Service Reserves 811,188 811,188
Capital Project Funding 1,291,970 2,747,000 14,022,500 18,061,470
Total Transfers Out:8,114,701$ 16,812,617$ 1,742,473$ -$ -$ 22,726,276$ -$ 49,396,067$
City of Iowa City
Projected Budget Transfer Schedule
Fiscal Year 2023
Transfers In
Transfers Out
106
2015
Adopted
2016
Adopted
2017
Adopted
2018
Adopted
2019
Adopted
2020
Adopted
2021
Adopted
2022
Budget
Change
in FTEs
FY2021-2022
Budgetary Funds
General Fund
City Council 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 -
City Clerk 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 -
City Attorney 5.60 5.50 5.50 5.50 5.50 5.50 5.50 5.50 -
City Manager:
City Manager 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 -
Communications Office (1)3.00 7.50 7.50 6.00 6.00 6.00 7.89 8.89 1.00
Human Resources 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 -
Human Rights 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 -
Economic Development - - - 1.00 1.00 1.00 1.00 1.00 -
Climate Action & Outreach - - - - - - 3.00 3.00 -
Finance:
Finance Adminstration (2)3.15 3.15 3.15 2.15 2.90 2.90 2.90 3.00 0.10
Tort Liability 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -
Accounting (2) (8)7.00 7.60 7.60 7.60 7.00 7.00 7.00 6.45 (0.55)
Purchasing (2)3.44 3.44 3.50 3.50 3.50 3.50 3.50 3.95 0.45
Revenue 7.88 7.88 7.88 7.88 7.88 7.88 7.88 7.88 -
Police:
Police Administration 5.00 5.00 6.00 6.00 2.00 2.00 2.00 2.00 -
Police Support Services (3) (4) (5)20.00 20.00 19.00 19.00 26.00 27.00 29.26 30.76 1.50
Police Field Operations 80.00 80.00 80.00 80.00 79.00 78.00 78.00 78.00 -
Fire:
Fire Administration 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 -
Fire Emergency Operations 59.00 59.00 59.00 59.00 59.00 59.00 59.00 59.00 -
Fire Prevention 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -
Fire Training 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -
Housing & Inspection Services:
Housing and Inspection Admin 2.00 - - - - - - - -
Parks and Recreation:
Park and Rec Admin 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 -
Government Buildings 4.83 5.33 4.33 5.00 4.00 5.00 4.00 4.00 -
Recreation 15.42 14.42 15.42 14.75 14.00 14.50 14.50 14.50 -
Park Maintenance Administration 2.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 -
Park Maintenance Operations 11.00 12.00 15.00 15.00 15.00 14.00 14.00 14.00 -
Forestry 3.00 3.00 3.00 3.00 5.00 5.00 7.00 7.00 -
CBD Maintenance Operations 3.00 3.00 - - - - - - -
Cemetery Operations 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 -
Library:
General Library 42.38 42.27 43.27 43.27 43.27 43.15 43.02 43.02 -
Library Board Controlled Funds 0.75 0.50 0.50 0.50 0.50 0.50 0.50 0.50 -
Library Gifts and Bequests - - 0.40 0.40 0.40 0.40 0.40 0.40 -
Library Foundation Office 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 -
Senior Center Administrations 6.50 6.50 7.00 7.00 7.00 7.00 7.76 7.76 -
Neighborhood & Dvlpmnt Services:
Neighborhood & Dvlpmnt Admin 2.55 1.55 1.55 1.55 1.55 1.55 1.30 1.30 -
Sustainability Services - 1.00 1.00 1.00 1.00 1.00 - - -
Community Development 1.75 1.55 3.63 3.63 3.63 3.63 3.63 3.63 -
Neighborhood Outreach 1.00 1.05 1.95 1.95 1.95 1.95 1.70 1.70 -
Housing Inspection 5.25 5.55 6.20 6.20 8.30 8.30 8.80 8.80 -
Economic Development 1.00 2.00 1.00 - - - - - -
Building Inspection 6.30 7.30 7.30 7.30 7.30 7.30 8.80 8.80 -
Urban Planning 2.50 3.50 3.50 4.00 4.00 4.00 4.50 4.50 -
Public Works:
Public Works Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 -
Engineering Services 12.10 12.00 16.00 16.00 16.00 16.00 18.00 18.00 -
City of Iowa City
Personnel Full-Time Equivalents
Last Eight Years
107
2015
Adopted
2016
Adopted
2017
Adopted
2018
Adopted
2019
Adopted
2020
Adopted
2021
Adopted
2022
Budget
Change
in FTEs
FY2021-2022
City of Iowa City
Personnel Full-Time Equivalents
Last Eight Years
Transportation Services:
Transportation Services Admin - - 2.00 3.00 2.00 2.00 2.00 2.00 -
CBD Maintenance Operations - - 1.00 1.00 1.00 1.00 1.00 1.00 -
Sub-total General Fund 351.40 356.59 368.18 367.18 370.68 372.06 383.84 386.34 2.50
Special Revenue Funds
Community Development Block Grant 2.48 2.38 - - - - - - -
HOME Grant 0.50 0.45 - - - - - - -
Road Use Tax:-
Traffic Engineering 4.15 3.90 4.50 3.00 3.00 3.00 3.00 3.00 -
Streets System Maintenance 25.50 25.25 25.50 29.00 29.00 29.00 29.00 29.00 -
Metro Planning Org of Johnson Co 5.60 4.70 4.70 4.70 5.20 5.20 5.20 5.20 -
Employee Benefits 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55 -
Sub-total Special Revenue Funds 38.78 37.23 35.25 37.25 37.75 37.75 37.75 37.75 -
Enterprise Funds
Parking 26.25 23.13 21.63 21.63 21.38 19.63 21.38 21.38 -
Transit 51.25 51.13 50.63 50.63 50.38 50.38 51.13 51.13 -
Wastewater 24.65 24.65 25.40 26.00 26.00 26.00 26.00 26.00 -
Water 32.00 32.00 31.75 31.75 31.75 31.75 31.25 31.25 -
Refuse Collection 19.35 17.85 17.50 17.50 17.88 18.88 19.38 19.38 -
Landfill (6)16.50 15.50 14.00 14.00 14.88 15.88 15.88 16.13 0.25
Airport Operations 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -
Stormwater 2.60 2.60 2.10 1.50 1.50 2.50 2.00 2.00 -
Cable Television 5.63 - - - - - - - -
Housing Authority 10.19 10.19 9.60 9.60 9.50 9.50 10.62 10.62 -
Sub-total Enterprise Funds 189.42 178.05 173.61 173.61 174.27 175.52 178.64 178.89 0.25
Capital Project Funds
Iowa City Gateway Project 1.00 1.00 - - - - - - -
West Side Levee Project 1.00 1.00 - - - - - - -
Rocky Shore Lift Station Project - 2.00 - - - - - - -
S. Wastewater Plant Expansion 3.00 - - - - - - - -
Sub-total Capital Project Funds 5.00 4.00 - - - - - - -
Total Budgetary Funds 584.60 575.87 577.04 578.04 582.70 585.33 600.23 602.98 2.75
Non-Budgetary Funds
Internal Service Funds
Equipment (7)10.75 10.75 10.75 10.75 10.75 10.75 11.75 12.00 0.25
Risk Management 1.80 1.80 1.80 1.80 1.80 1.80 1.80 1.80 -
Information Technology Services 9.86 9.86 9.80 10.80 9.80 9.80 9.80 9.80 -
Central Services 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 -
Sub-total Internal Service Funds 22.91 22.91 22.85 23.85 22.85 22.85 23.85 24.10 0.25
Total Non-Budgetary Funds 22.91 22.91 22.85 23.85 22.85 22.85 23.85 24.10 0.25
Total Full-Time Equivalents 607.51 598.78 599.89 601.89 605.55 608.18 624.08 627.08 3.00
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(1) A 1.00 FTE Pubic Safety Specialist was added to Communications.
(2) The 1.00 FTE Controller position was converted to a 1.00 FTE Assistant Finance Director position and re-allocated between the Finance
Administration, Accounting and Purchasing divisions.
(3) A 1.00 FTE Civilian Supervisor Position was added in the fiscal year 2022 budget.
(4) A .50 FTE Community Outreach Assistant position was added in the fiscal year 2022 budget.
(5) A 1.00 FTE Police Sergeant position was converted to a 1.00 FTE Police Officer position in the fiscal year 2022 budget.
(6) A .50 FTE Scalehouse Operator position increased to a .75 FTE position in the fiscal year 2022 budget.
(7) The .75 FTE Buyer I position increased to 1.00 FTE in the fiscal year 2022 budget.
(8) The 1.00 FTE Assistant Controller position was converted to a 1.00 FTE Accounting coordinator position.
City of Iowa City
Personnel Full-Time Equivalents
Last Eight Years
0
100
200
300
400
500
600
700
2015
Adopted
2016
Adopted
2017
Adopted
2018
Adopted
2019
Adopted
2020
Adopted
2021
Adopted
2022
Budget
FTE Summary by Fund Type
Last Eight Years
General Fund Special Revenue Funds Enterprise Funds Capital Project Funds Internal Service Funds
109
110
Expenditures
GENERAL FUND
Fund Summary
Assigned, Committed & Restricted
Fund Balance
Revenues
Division Summaries
F
Y
2
0
2
2
111
112
GENERAL FUND
The General Fund is the City’s main operating fund and includes activities for the following
departments: City Council, City Clerk, City Attorney, City Manager, Finance, Police, Fire, Parks &
Recreation, Library, Senior Center, Neighborhood & Development Services, Public Works, and
Transportation Services. We present a budget where revenues exceed expenditures for the
General Fund in fiscal year 2022, with revenue & transfers in and expenditures & transfers out
projected at $72.7 and $71.5 million, respectively.
A. General Fund Revenues
Revenues & Transfers In 2019
Actual
2020
Actual
2021
Revised
2022
Budgeted
2023
Projected
Property Taxes 34,728,747$ 35,626,227$ 39,719,610$ 40,596,056$ 41,813,938$
Other City Taxes 2,697,698 2,460,592 2,036,129 2,439,754 2,439,753
Licenses And Permits 2,981,465 2,352,233 2,559,780 2,563,680 2,563,680
Use Of Money And Property 1,568,506 1,091,682 589,480 802,367 802,367
Intergovernmental 4,098,694 4,008,624 6,008,733 4,006,856 4,006,856
Charges For Fees And Services 1,631,188 1,129,259 1,099,848 1,266,960 1,267,014
Miscellaneous 6,007,291 6,010,753 6,275,915 6,630,651 6,630,651
Other Financial Sources 2,565,872 1,414,383 1,151,184 581,147 581,147
Sub-total Revenues:56,279,461 54,093,751 59,440,679 58,887,471 60,105,406
Transfers In 14,070,366 15,150,816 16,649,360 13,777,353 14,157,225
Total Revenues & Transfers In 70,349,827$ 69,244,567$ 76,090,039$ 72,664,824$ 74,262,631$
113
1. Property Taxes - Property tax revenue of $40.6 million is the primary funding source for
General Fund operations, providing approximately 68.9% of total revenue, excluding
transfers in, in fiscal year 2022. The fiscal year 2022 budget is an increase of 2.2%
over the fiscal year 2021 revised budget of $39.7 million, and there is an average
increase of 5.1% over the last five years. These totals do not include the transfer in of
the Employee Benefits property tax levy from the Employee Benefits Fund. There are a
number of factors which determine the City’s tax levy each year: property valuations by
class, the state’s annual Assessment Limitation Order (rollback), TIF district
reservations and rebates, statutory limits on individual tax levies, the City’s own
Financial and Fiscal Policies, restrictions from external entities on other financing
sources, and funding requirements for projected expenditures.
100% Assessment - Property valuations are set by the City and County Assessor. State
law requires that all real property be reassessed every two years, specifically in odd-
numbered years. Since 2003, valuations within the Iowa City corporate limits have
increased an average of 7.4% in revaluation years and 2.5% in non-revaluation years.
Valuations reported by the Johnson County Auditor’s office for January 1, 2020 served as
the basis for determining property tax revenue in fiscal year 2022. Their report indicates an
2.3% increase in total assessed value in the last year, from $6.86 billion to $7.02 billion.
Assessment Limitation Order / Rollback - The State of Iowa has a statutory growth
limitation of three percent (3%) annually on taxable residential property valuations. Each
year, the Department of Revenue’s Assessment Limitation Order sets a ‘rollback’ value by
class which, when applied, determines taxable valuations. The growth restriction is applied
to the residential valuations, limiting the growth percentage in taxable value to agricultural
valuations. The impact is that the percentage growth in taxable valuations for urban
residential property each year is limited to either three percent (3%) or the growth in
agricultural property, whichever is lower.
Property Tax growth restrictions and rollbacks were changed with State legislation in 2013
with Iowa Senate File 295. That legislation added the following changes to property
taxation:
1. the annual growth limitation on residential property of three percent (3%) was
decreased from four percent (4%) starting in fiscal year 2015;
2. a rollback of ninety-five percent (95%) was added to commercial, industrial, and
railroad property classes starting in fiscal year 2015 and was lowered to ninety
percent (90%) starting in fiscal year 2016
3. the State added a reimbursement or “backfill” to jurisdictions for lost revenue due
to the rollback of valuation on commercial, industrial, and railroad properties; this
“backfill” is locked at the fiscal year 2017 amounts going forward starting in fiscal
year 2018;
4. a new multi-residential class of property was added in fiscal year 2017 that has a
declining rollback which will decrease each year until it matches the residential
rollback percentage.
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In fiscal year 2013, the rollback exempted $1.7 billion of Iowa City’s assessed valuation.
In fiscal year 2022, the rollback will exempt $2.6 billion of assessed valuations. The
residential and agricultural rollbacks for fiscal year 2022 are 56.4094% and 84.0305%,
respectively, compared to fiscal year 2021 rollbacks of 55.0743% and 81.4832%,
respectively.
Also, in fiscal year 2022 the commercial, industrial, and railroad rollback is 90%, which is
the same as fiscal year 2021. The multi-residential rollback in fiscal year 2022 is 67.50%
compared to the fiscal year 2021 rate of 71.25%. The following graph illustrates the impact
of the rollback on taxable valuations.
2. Other City Taxes - This category, estimated at $2.4 million in fiscal year 2022, includes
Hotel Motel Taxes of $1,134,8862, $390,142 in gas and electric excise taxes, and
$883,660 in utility franchise taxes. The fiscal year 2022 budget is an increase of 19.8%
over the fiscal year 2021 revised budget of $2.0 million, and there is an average
increase of 0.1% over the last five years.
a) Hotel Motel Tax: This revenue source is a state-administered tax. Estimated at
$1,134,862 in fiscal year 2022, the seven percent (7%) tax on gross hotel/motel room
rental receipts is distributed as follows:
115
Convention & Visitor's Bureau 25.00%
Police Patrol 47.50%
Parks & Recreational Facilities 27.50%
Total Hotel Motel 7% Tax 100.00%
In addition, fifty percent (50%) of the hotel/motel taxes generated by the Hilton Garden
Inn are transferred to the Tax Increment Financing Fund and then rebated back to the
developer. This agreement started in fiscal year 2018 and will continue until fiscal year
2029.
b) Utility Replacement Excise Tax: The Gas and Electric Excise tax is collected on the
generation, distribution, and delivery of electricity and natural gas. This tax replaced
the taxation on utility property in 1999. Cities are required to calculate property tax
revenues with and without gas and electric utility property valuations. The calculated
difference is required to establish the General Property Tax Equivalents which is the
basis of the Iowa Department of Revenue distribution formula.
c) Utility Franchise Taxes on utility customers: Senate File 478 was enacted by the Iowa
state legislature during its 2009 session, establishing cities’ right to impose a franchise
tax on gas and electric utilities. On February 16, 2010, the Iowa City Council passed
and approved an ordinance establishing a one percent (1%) tax to be expended for
the following purposes:
1) Inspecting, supervising and otherwise regulating the MidAmerican Energy
Company’s gas and electric franchises.
2) Public safety, including the equipping of fire, police and emergency
services.
3) Public infrastructure to support commercial and industrial economic
development.
Of the $883,660 estimate for fiscal year 2022, approximately $570,190 will remain in the
City’s general fund for maintenance of street right-of-way and for operational costs
associated with Fire Station #4. The remaining $313,470 is for capital improvement
projects (CIP) in the right of way.
3. Licenses & Permits - This category consists of revenue received for building and rental
housing permits/inspections, franchise fees, plumbing license and taxi license fees; beer,
liquor and cigarette permit/license fees (state regulated), sign permits, burial permits,
animal licensing and some miscellaneous fees. Fiscal year 2022 budget for Licenses and
Permits is estimated at $2.56 million. The fiscal year 2022 revenue is an increase of
0.2% over the fiscal year 2021 revised budget of $2.564 million, but the average over
the last five years is a decrease of 5.1%. These decreases have been primarily due to
decreases in construction permit and license revenue from fiscal year 2017 to 2018 and
then again from 2019 to 2020 due to the COVID-19 pandemic.
116
4. Use of Money & Property - This revenue source consists of interest income and rents
and is budgeted at $802,367 for fiscal year 2022. The fiscal year 2022 budget is an
increase of 36.1% of the fiscal year 2021 revised budget of $589,480; additionally, there
is an average increase of 7.5% over the last five years. The increase from the fiscal
year 2021 estimate is from an increase in estimated interest income; the average
increase over the last five years is a result of increased interest income and rent
revenue.
5. Intergovernmental - This revenue category includes state and federal grants, 28E
agreements, and contracts with local governmental entities. Intergovernmental revenue
is budgeted at $4.01 million in fiscal year 2022. The fiscal year 2022 budget is a
decrease of 33.3% of the fiscal year 2021 revised budget of $6.01 million, and there is
an average increase of 5.7% over the last five years. The decrease in fiscal year 2022
is from a decrease in federal revenue largely attributed to CARES act funding received
in fiscal year 2021, and the average increase over the last five years is from the
increases in state and local 28E agreements.
The majority of intergovernmental revenue is the result of 28E agreements with local entities
for services provided to area residents, as shown in the following schedule. The largest of
these agreements is for fire protection services to the University of Iowa, estimated at $2
million in fiscal year 2022, with $1.6 million receipted into the General Fund. The remainder is
deposited into the Employee Benefits Fund as reimbursement for a percentage of Fire
employee benefits and into the Capital Projects Fund as reimbursements for a percentage of
Fire capital asset replacement.
FY2019 FY2020 FY2021 FY2022 FY2023
Intergovernmental Funding Actual Actual Revised Budget Projected
Local Governmental: 28E Agreements
Coralville, Johnson County & Other
Governments - Animal Services 227,451$ 242,531$ 283,530$ 265,291$ 265,291$
IC Comm. Schools - Mercer Pool 95,560 97,395 95,560 97,400 97,400
County, Univ Heights, Hills - Library 542,174 565,694 584,610 610,820 610,820
Johnson County - Senior Center 60,000 60,000 60,000 60,000 60,000
Downtown District - Police Department 20,000 20,000 20,000 20,000 20,000
University Heights - Fire Department 32,186 32,498 32,818 34,343 34,343
University Heights - Revenue - 552 1,100 640 640
JECC - Accounting 29,150 29,879 30,450 31,050 31,050
Local Governmental Revenue:1,006,521 1,048,550 1,108,068 1,119,544 1,119,544
State Revenue:
Public Safety Grants 5,742 4,725 825 825 825
University of Iowa - Fire Protection 1,600,044 1,643,190 1,643,190 1,643,190 1,643,190
Operating Grants 69,584 66,984 69,580 66,980 66,980
Property Tax Credits 908,337 903,008 1,146,049 930,159 930,159
Other State Grants 3,333 - -
State Disaster Assistance - - -
Total State Revenue:2,587,040 2,617,907 2,859,644 2,641,154 2,641,154
Federal Revenue:
Public Safety Grants 497,107 342,168 255,439 246,158 246,158
Department of Interior 8,026 - -
CARES Act - - 1,785,582
Total Federal Revenue:505,133 342,168 2,041,021 246,158 246,158
Total - Intergovernmental Funding:4,098,694$ 4,008,624$ 6,008,733$ 4,006,856$ 4,006,856$
117
6. Charges for Fees and Services – These revenues are for direct fees and charges for the use
of a City service, facility, or program. Divisions with fee-based services include: Parks and
Recreation, Police (special events, contracted services), Fire (inspections), Housing & Building
Inspection Services, Animal Care, and Cemetery services. Charges for Fees and Services
are budgeted at $1.27 million in fiscal year 2022. The fiscal year 2022 revenue is an
increase of 15.2% of the fiscal year 2021 revised budget of $1.10 million; however, there is
an average decrease of 4.2% over the last five years. The increase in the fiscal year 2022
budget is due to lower expected revenues in fiscal year 2021 due to COVID-19 related
facility closures; the average decrease over the past five years is a result of decreases in
building and development fees in fiscal year 2018 and the impact of the COVID-19
pandemic in fiscal years 2020 and 2021.
7. Miscellaneous - Miscellaneous revenue is budgeted at $6.6 million in fiscal year 2022. This
category includes a variety of revenue sources, including parking fines ($248,220), magistrate
court fines and surcharges related to code enforcement ($306,900) and library fines
($50,000). Also included within this category are internal chargebacks of $5.2 million to the
City’s Capital Projects Fund for legal and engineering services, and to the enterprise funds for
administrative services. The fiscal year 2022 revenue is an increase of 5.7% of the fiscal
year 2021 revised budget of $6.0 million and there is an average increase of 3.8% over the
last five years. The average increase amounts are due to the increases in administrative
chargebacks.
8. Other Financing Sources – Other financing sources include a limited number of special
transactions that are used to account for non-operating revenues/receipts such as the
proceeds from a loan or the sale of an asset. Other Financing Sources are budgeted at
$581,147 in fiscal year 2022, which is a decrease of 49.5% from the fiscal year 2021 revised
budget of $1.2 million. The decrease is from home sales in the UniverCity and South District
home programs. The UniverCity and South District home activities are budgeted at $1.0
million in fiscal year 2021, which consists of the proceeds from the sale of assets of $950,000.
There is an average decrease of 12.2% over the last five years. These decreases are due
to discontinuing the use of bank loans for the UniverCity program. Purchases of properties
for the UniverCity and South District home programs are now made without the use of bank
lines of credits.
9. Transfers In - The category is budgeted at $13.8 million in fiscal year 2022. This includes an
approximate $12.5 million transfer-in of the Employee Benefits Levy from the Employee
Benefits Fund. This category also includes General Fund intra-fund transfers to equipment
replacement reserves and transfers in from other funds to support specific staff positions and
expenditures.
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B. General Fund Expenditures
Expenditures &2019 2020 2021 2022 2023
Tra nsfers Out Actual Actual Revised Budget Projected
Personnel 40,394,639$ 41,749,108$ 46,603,433$ 47,740,997$ 49,173,227$
Services 10,300,482 10,712,663 12,553,726 11,157,708 11,348,067
Supplies 1,576,896 1,386,717 1,846,995 1,797,379 1,833,198
Capital Outlay 2,539,980 2,437,531 2,670,650 2,201,925 1,890,957
Other Financial Uses 682,500 951,500 - - -
Contingency - - 617,000 629,000 637,500
Sub-total Expenditures:55,494,497 57,237,518 64,291,804 63,527,009 64,882,949
Transfers Out 11,961,397 9,661,841 10,683,752 7,950,982 8,114,701
Total Expenditures &
Transfers Out 67,455,894$ 66,899,359$ 74,975,556$ 71,477,991$ 72,997,650$
119
1. Personnel - Personnel costs account for approximately 75.2% of budgeted expenditures
(excluding transfers out) within the General Fund in fiscal year 2022. Employee benefit costs
are discussed in greater detail in the City Manager Address.
2. Services - Expenditures for services are budgeted at $11.16 million in fiscal year 2022.
Initial projections were based on fiscal year 2020 actual expenditures and projected at
2.52% annually. This is in line with the Consumer Price Index for All Urban Consumers
(CPI-U) over the last five fiscal years.
Many of the operating costs within the services category have more specific inflationary
guidelines and methods of projection. This includes funding for liability, fire & casualty
insurance premiums; professional and consultant services; internal service fund charges
(Equipment, Information Technology Services, Risk Management, and Central Services);
training & education; building and equipment repair and maintenance services; vehicle and
equipment rentals. These costs are adjusted individually each year, based on specific
operating plans and projects, claims/loss history, trend analysis, and operations-specific
needs, each year.
The Services category also includes funding for initiatives such as Aid to Human Service
Agencies, Community Event Funding, support to the Iowa City Coralville Convention & Visitors
Bureau, and Community and Economic Development Assistance, as follows:
$625,250 Aid to Human Service Agencies
$393,200 Community Event / Program Funding
$253,092 ICCVB – Community / Economic Development Assistance
$100,000 Economic Development Assistance
3. Supplies - Supplies consist primarily of commodities that are consumed or depleted, such
as office and cleaning supplies, vehicle fuel and materials for repair and maintenance of
buildings, streets, and equipment. Expenditures for supplies are budgeted at $1.8 million in
fiscal year 2022. Individual items costing under $5,000 are considered supplies. This limit is
consistent with the threshold utilized to capitalize assets for the comprehensive annual
financial report.
4. Capital Outlay – The general fund capital outlay is budgeted at $2.2 million in fiscal year
2022 and includes police vehicle replacements, library materials, operating equipment,
UniverCity Properties, and building maintenance and improvements of $5,000 or greater.
5. Other Financial Uses - This category is budgeted at $0 in fiscal year 2022. This category
previously consisted of loan repayments to financial institutions that are from the homes sold
in the UniverCity program. Starting in fiscal year 2021, loans were no longer used to purchase
homes for neither the UniverCity nor South District home programs.
120
6. Contingency - A General Fund contingency amount is established each fiscal year for
those unforeseen expenditures that arise following formal adoption of the annual budget.
This amount is available for appropriation by formal amendment, subject to
recommendation from the Finance Director and City Manager, and approval by City Council.
Contingency is budgeted at one percent (1%) of General Fund expenditures (excluding
transfers) - approximately $629,000 in fiscal year 2022.
7. Transfers Out - This category is budgeted at $7.95 million in fiscal year 2022. One of the
largest transfers out is from the transit property tax levy of $4.1 million that is being
transferred into the Transit Fund. Other major transfers out include approximately $1.3
million to the Capital Projects Fund and $1,00,000 to the Affordable Housing Fund.
The General Fund borrowed $2.1 million from the Landfill Cell Replacement Reserve during
fiscal year 2019 to help construct portions of the new Public Works Facility. Principal
payments are reflected as a transfer out. The following is a summary of that loan:
Loan Date
Loan
Amount
Final
Payment
Principal
Outstanding as
of 6/30/21
Total
Payment
FY22
FY22
Principal
FY22
Interest
2019 Public Works
Facility Loan 6/30/2019 $ 2,100,000 2039 $ 1,912,001 $139,759 $ 111,841 $ 27,918
C. Fund Balance
It is part of the City’s Financial & Fiscal Policies that the General Fund’s unassigned fund
balance shall not fall below twenty-five percent (25%) of total revenues and transfers in and
not grow greater than thirty-five percent (35%). This policy also states that fund balance in
excess of thirty percent (35%) of revenues and transfers in will be transferred to the City’s
Emergency Fund, used to retire outstanding debt, used to provide property tax relief, or be
used for facility replacement.
General Fund unassigned fund balance was transferred into the Emergency Fund starting in
fiscal year 2014. Transfers into the Emergency Fund have totaled $6.15 million from fiscal
year 2014 through fiscal year 2020. No transfer is being proposed in fiscal year 2021 or fiscal
year 2022. Emergency Fund’s estimated balance is $5.2 million at the end of fiscal year 2022.
General Fund unassigned fund balance was also transferred into the Facility Master Plan
Reserve, within the General Fund, in the fiscal year 2019 and fiscal year 2020 at $2 million
each year. In fiscal year 2021 and fiscal year 2022 transfers are expected to be $4 million and
$1 million, respectively. This fund is assigned for implementation of the 2012 Facilities Space
Needs Study and Master Plan.
General Fund’s unassigned fund balance is relied upon to provide cash flow during the first
quarter of the fiscal year as the majority of property taxes are not received until
October/November. The following chart demonstrates how expenditures have exceeded
receipts in the first three months over the past ten years.
121
3 Months @
Sept. 30 Receipts Expenditures Shortfall
FY2021 9,621,807$ 14,521,703$ (4,899,896)
FY2020 9,517,460 15,862,567 (6,345,107)
FY2019 9,833,115 15,455,184 (5,622,069)
FY2018 7,859,044 14,422,373 (6,563,329)
FY2017 7,917,409 15,727,049 (7,809,640)
FY2016 10,402,991 13,341,071 (2,938,080)
FY2015 7,163,587 13,309,505 (6,145,918)
FY2014 11,705,632 15,145,130 (3,439,498)
FY2013 9,727,204 16,725,202 (6,997,998)
FY2012 12,090,490 15,441,933 (3,351,443)
FY2011 8,976,380 13,778,695 (4,802,315)
D. Long-term Projections
Future property tax revenues were projected to grow 3.00% for fiscal year 2023, 2.41% for 2024,
3.00% in fiscal year 2025 through fiscal year 2027. Odd numbered years are re-evaluation years,
which typically lead to higher growth rates. The overall annual growth rates include individual
property class assessed value growth ranging from 0 – 5%, as well as changes in the rollback
percentages. The Multi-Residential Property Class rollback will continue to decrease until it aligns
with the Residential Rollback in fiscal year 2024. All other revenues were projected at a flatline.
Future expenditures were projected with the assumptions that personnel related expenditures
would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually.
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2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Fund Balance, July 1 40,724,250$ 36,401,766$ 39,295,700$ 41,640,908$ 42,755,391$ 43,942,224$
Revenues:
Property Taxes 32,902,940$ 34,728,747$ 35,626,227$ 39,719,610$ 40,596,056$ 41,813,938$
Other City Taxes 2,460,404 2,697,698 2,460,592 2,036,129 2,439,754 2,439,754
Licenses And Permits 2,734,068 2,981,465 2,352,233 2,559,780 2,563,680 2,563,680
Use Of Money And Property 1,137,695 1,568,506 1,091,682 589,480 802,367 802,367
Intergovernmental 3,783,350 4,098,694 4,008,624 6,008,733 4,006,856 4,006,856
Charges For Fees And Services 1,497,214 1,631,188 1,129,259 1,099,848 1,266,960 1,267,014
Miscellaneous 5,787,400 6,007,291 6,010,753 6,275,915 6,630,651 6,630,651
Other Financial Sources 1,577,306 2,565,872 1,414,383 1,151,184 581,147 581,147
Sub-Total Revenues 51,880,377 56,279,461 54,093,751 59,440,679 58,887,471 60,105,406
Transfers In:
Operating Transfers In 10,195,430 14,070,366 15,150,816 16,649,360 13,777,353 14,157,225
Sub-Total Transfers In 10,195,430 14,070,366 15,150,816 16,649,360 13,777,353 14,157,225
Total Revenues & Transfers In 62,075,807$ 70,349,827$ 69,244,567$ 76,090,039$ 72,664,824$ 74,262,631$
Expenditures by Department:
City Council 109,461$ 110,580$ 149,212$ 157,929$ 152,427$ 156,416$
City Clerk 491,517 540,893 491,473 557,494 625,557 609,615
City Attorney 765,417 751,266 836,849 871,776 871,284 896,855
City Manager 3,083,553 3,944,970 3,727,694 5,546,166 4,391,026 4,504,780
Finance 3,805,542 3,970,187 4,089,409 4,908,111 4,696,984 4,796,670
Police 13,809,546 14,073,156 14,503,070 15,777,126 16,181,156 16,582,869
Fire 8,030,716 8,292,055 8,477,010 9,048,784 9,194,319 9,448,125
Parks and Recreation 7,993,287 8,191,404 8,574,237 10,376,271 10,351,896 10,404,878
Library 6,400,494 6,403,794 6,327,197 6,949,366 7,104,248 7,262,683
Senior Center 888,544 865,825 913,616 1,027,646 1,059,527 1,093,382
Neighborhood & Development Services 4,938,698 5,619,169 6,066,892 5,309,960 5,112,115 5,233,334
Public Works 1,909,621 2,105,423 2,478,291 3,103,713 3,148,619 3,238,417
Transportation Services 488,203 625,773 602,569 657,462 637,850 654,925
Sub-Total Expenditures 52,714,596 55,494,497 57,237,518 64,291,804 63,527,009 64,882,949
Transfers Out:
Capital Project Fund 9,333,240 4,482,101 1,988,176 1,148,470 1,263,470 1,291,970
GO Bond Abatement 20,052 20,052 20,052 20,052 20,052 20,052
General Levy 183,788 184,551 168,970 158,127 171,789 173,943
Emergency Fund - 450,000 500,000 - - -
Facility Master Plan Reserve - 2,000,000 2,000,000 4,000,000 1,000,000 1,000,000
Interfund Loan Repayment to Landfill - - 77,821 110,178 111,842 113,531
Transfers Out - Transit Fund 3,376,455 3,563,749 3,660,631 4,080,088 4,145,407 4,265,783
Transfers Out - Affordable Housing Fund 650,093 1,002,700 1,000,000 1,000,000 1,000,000 1,000,000
Misc Transfers Out 120,068 258,243 246,191 166,837 238,422 249,422
Sub-Total Transfers Out 13,683,695 11,961,397 9,661,841 10,683,752 7,950,982 8,114,701
Total Expenditures & Transfers Out 66,398,291$ 67,455,893$ 66,899,359$ 74,975,556$ 71,477,991$ 72,997,650$
Fund Balance, June 30 36,401,766$ 39,295,700$ 41,640,908$ 42,755,391$ 43,942,224$ 45,207,205$
Restricted / Committed /Assigned 7,034,006 9,053,822 11,469,555 15,507,742 16,540,004 17,644,548
Unassigned Balance 29,367,761$ 30,241,877$ 30,171,353$ 27,247,649$ 27,402,219$ 27,562,657$
% of Revenues & Transfers In 47%43%44%36%38%37%
General Fund (1000 - 1027)
Fund Summary
123
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Assigned:
(Available for current and / or future operations)
Library Special Revenue Funds 898,683$ 986,872$ 1,189,393$ 1,229,689$ 1,331,083$ 1,452,454$
Library Foundation Development (3,976) (4,075) (5,029) (5,029) (5,029) (5,029)
Library Equipment Replacement Reserve 261,786 323,289 347,261 408,764 432,736 455,939
Senior Center Gift Funds 2,875 799 813 813 813 813
Cable Replacement Reserves 151,584 123,529 133,529 143,529 153,529 163,529
Energy Efficiency Revolving Loan Fund 226,416 - - - - -
Facility Master Plan Reserve - 2,000,000 4,000,000 8,000,000 9,000,000 10,000,000
Animal Shelter Bequest Funds 135,048 148,119 148,670 148,670 145,518 145,518
1,672,415$ 3,578,533$ 5,814,637$ 9,926,436$ 11,058,649$ 12,213,223$
Committed:
(Available for current and / or future operations)
Emergency Funds 4,961,882$ 5,068,879$ 5,239,582$ 5,239,582$ 5,239,582$ 5,239,582$
4,961,882$ 5,068,879$ 5,239,582$ 5,239,582$ 5,239,582$ 5,239,582$
Restricted:
(Not available for general operations)
Police Forfeiture Share 236,724$ 196,844$ 276,567$ 205,955$ 106,004$ 56,004$
Police Abandon Property 46,636 17,058 17,655 17,655 17,655 17,655
Cemetery Perpetual Care 116,348 119,058 121,114 118,114 118,114 118,084
Public Art - 73,450 - - - -
399,708$ 406,411$ 415,336$ 341,724$ 241,773$ 191,743$
Total Assigned / Committed / Restricted:7,034,006$ 9,053,822$ 11,469,555$ 15,507,742$ 16,540,004$ 17,644,548$
Unassigned 29,367,761 30,241,877 30,171,353 27,247,649 27,402,219 27,562,657
General Fund Ending Fund Balance 36,401,766$ 39,295,700$ 41,640,908$ 42,755,391$ 43,942,224$ 45,207,205$
General Fund
Assigned, Committed & Restricted Fund Balance
124
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Property Taxes
Property Taxes 32,902,940$ 34,728,747$ 35,626,227$ 39,719,610$ 40,596,056$ 41,813,938$
Other City Taxes
Gas/Electric Excise Tax 402,645 396,527 410,985 385,919 390,142 390,142
Mobile Home Tax 36,004 34,654 31,092 34,660 31,090 31,090
Hotel/Motel Tax 1,045,696 1,301,827 1,134,864 650,860 1,134,862 1,134,862
Utility Franchise Tax 976,060 964,690 883,652 964,690 883,660 883,660
Licenses And Permits
General Use Permits 71,654 73,856 15,063 14,180 63,210 63,210
Food & Liq Licenses 110,377 126,709 95,476 126,710 95,480 95,480
Professional License 7,605 6,150 3,925 6,160 5,050 5,050
Franchise Fees 662,448 586,428 438,753 580,000 581,900 581,900
Const Per & Ins Fees 1,850,539 2,141,423 1,742,746 1,794,820 1,774,840 1,774,840
Misc Lic & Permits 31,445 46,899 56,269 37,910 43,200 43,200
Use Of Money And Property
Interest Revenues 655,650 1,136,303 775,987 286,068 435,647 435,647
Rents 459,331 410,623 296,209 281,949 352,410 352,410
Royalties & Commiss 22,714 21,580 19,486 21,463 14,310 14,310
Intergovernmental
Fed Intergovnt Rev 77,632 505,133 342,168 2,041,021 246,158 246,158
Property Tax Credits 899,593 908,337 903,008 1,146,049 930,159 930,159
State 28E Agreements 1,538,421 1,600,044 1,643,190 1,643,190 1,643,190 1,643,190
Operating Grants 73,825 69,584 66,984 69,580 66,980 66,980
Disaster Assistance 4,235 - - - - -
Other State Grants 211,482 9,075 4,725 825 825 825
Local 28E Agreements 978,161 1,006,521 1,048,550 1,108,068 1,119,544 1,119,544
Charges For Fees And Services
Building & Devlpmt 477,627 584,388 383,299 390,760 373,910 373,910
Police Services 127,496 149,766 188,901 30,000 98,710 98,710
Animal Care Services 10,775 14,922 13,484 14,920 13,480 13,480
Fire Services 7,632 9,060 8,880 9,060 8,880 8,880
Transit Fees 955 - (50) - - -
Culture & Recreation 774,778 767,966 467,105 568,278 696,126 696,126
Misc Charges For Svc 66,214 68,544 51,824 50,290 60,034 60,034
Water Charges 5,412 5,574 5,275 5,570 5,280 5,333
Refuse Charges 317 218 101 220 100 101
Parking Charges 26,010 30,750 10,440 30,750 10,440 10,440
Miscellaneous
Code Enforcement 232,315 278,070 300,368 68,100 306,900 306,900
Parking Fines 319,868 362,426 248,220 325,000 248,220 248,220
Library Fines & Fees 143,285 135,183 60,545 10,000 50,000 50,000
Contrib & Donations 746,621 435,580 364,504 309,310 355,050 355,050
Printed Materials 41,117 46,900 38,217 46,710 38,175 38,175
Animal Adoption 12,955 45,839 62,646 35,000 45,000 45,000
Misc Merchandise 24,775 21,077 12,818 19,910 18,930 18,930
Intra-City Charges 3,936,476 4,396,524 4,624,134 5,059,050 5,166,875 5,166,875
Other Misc Revenue 329,180 285,124 299,006 402,265 401,211 401,211
Special Assessments 808 568 294 570 290 290
Other Financial Sources
Sale Of Assets 920,174 1,585,434 812,155 1,051,700 521,242 521,242
Bonds 17,357 - - - - -
Loans 639,775 980,438 602,228 99,484 59,905 59,905
Total Revenues 51,880,377$ 56,279,461$ 54,093,751$ 59,440,679$ 58,887,471$ 60,105,406$
General Fund
Revenues by Type
125
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
City Council
City Council 109,461$ 110,580$ 149,212$ 157,929$ 152,427$ 156,416$
City Clerk
City Clerk 491,517 540,893 491,473 557,494 625,557 609,615
City Attorney
City Attorney 765,417 751,266 836,849 871,776 871,284 896,855
City Manager
City Manager 737,126 787,008 761,394 892,551 802,778 824,634
Communications Office 718,093 804,935 799,709 1,020,927 1,086,042 1,116,152
Human Resources 482,968 523,801 543,564 614,702 646,814 664,033
Human Rights 332,455 432,981 408,832 1,456,824 497,977 510,714
Economic Development 812,912 1,396,245 1,199,196 1,141,549 1,003,529 1,025,212
Climate Action & Outreach - - 14,999 419,613 353,886 364,034
Finance
Finance Adminstration 1,536,946 1,741,922 1,799,617 2,413,556 2,233,546 2,265,371
Accounting 805,002 744,479 817,136 871,611 809,413 832,554
Purchasing 350,638 364,063 367,071 407,620 473,983 487,735
Revenue 1,112,956 1,119,723 1,105,586 1,215,324 1,180,042 1,211,010
Police
Police Administration 1,116,173 574,814 604,952 650,883 635,365 651,110
Police Support Services 2,252,663 2,922,558 3,376,557 3,632,074 3,938,790 4,050,980
Police Field Operations 10,440,709 10,575,784 10,521,560 11,494,169 11,607,001 11,880,779
Fire
Fire Administration 932,672 874,148 901,195 959,049 964,765 984,891
Fire Emergency Operations 6,737,948 7,053,288 7,180,745 7,665,896 7,791,466 8,010,362
Fire Prevention 205,487 207,419 214,658 234,766 248,027 254,888
Fire Training 154,609 157,201 180,412 189,073 190,061 197,985
Parks and Recreation
Park and Rec Admin 1,111,340 1,132,359 1,164,322 1,218,349 1,288,369 1,306,475
Recreation 3,143,589 2,986,271 2,897,238 3,714,613 3,816,168 3,902,748
Park Maintenance 3,390,502 3,723,027 4,129,820 5,025,451 4,818,352 4,754,655
Cemetery Operations 347,855 349,747 382,858 417,858 429,007 441,000
Library
Library Operations 6,282,036 6,281,591 6,199,145 6,732,221 6,882,797 7,034,588
Library Foundation Office 118,457 122,203 128,052 217,145 221,451 228,095
Senior Center
Senior Center 888,544 865,825 913,616 1,027,646 1,059,527 1,093,382
Neighborhood & Dvlpmt Services
Neighborhood & Dvlpmt Admin 461,966 460,228 480,114 295,363 275,349 283,105
Neighborhood Services 3,067,334 3,559,545 3,829,745 3,064,613 2,922,136 2,981,816
Development Services 1,409,397 1,599,396 1,757,032 1,949,984 1,914,630 1,968,413
Public Works
Public Works Administration 328,547 336,644 433,948 594,674 570,870 585,744
Engineering Services 1,581,073 1,768,779 2,044,343 2,509,039 2,577,749 2,652,673
Transportation Services
Administration 488,203 625,773 602,569 657,462 637,850 654,925
Total Expenditures 52,714,596$ 55,494,497$ 57,237,518$ 64,291,804$ 63,527,009$ 64,882,949$
General Fund
Expenditures by Department and Division
126
CITY COUNCIL
The City has seven (7) Council members, who serve staggered, four-year terms. Four
Council members are "at-large" and are nominated by all voters and elected by all voters.
Although the three "district" Council members (Districts A, B, and C) are nominated solely by
voters within their districts and any primary is held only within the district, they are elected by
voters city-wide. Council elections are held in odd-numbered calendar years.
Council members select the Mayor from among themselves at their first meeting of the calendar
year after each City Council election. The Mayor is a voting member of the council and has no
veto power. The Mayor is the official representative of the City, presiding officer of the Council
and its policy spokesperson.
The Council appoints the City Manager, City Attorney, and City Clerk. The City Manager serves
as the Chief Administrative Officer of the City.
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 7.00 7.00 7.00
Financial Highlights:
Service expenditures include the City’s dues for the memberships such as the Iowa League of
Cities, Iowa Metro Coalition, National League of Cities, and U.S. Conference of Mayors. Travel
and training expenditures have decreased from fiscal year 2021.
127
Activity: City Council (110100)Fund: General (1000)
Division: City Council Department: City Council
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 109,461$ 110,580$ 149,212$ 157,929$ 152,427$ 156,416$
Total Revenues 109,461$ 110,580$ 149,212$ 157,929$ 152,427$ 156,416$
Expenditures:
Personnel 55,329$ 54,282$ 76,289$ 94,255$ 94,045$ 96,866$
Services 51,272 55,087 45,980 60,516 55,902 57,020
Supplies 2,860 1,211 26,942 3,158 2,480 2,530
Total Expenditures 109,461$ 110,580$ 149,212$ 157,929$ 152,427$ 156,416$
Personnel Services - FTE 2018 2019 2020 2021 2022
City Council 7.00 7.00 7.00 7.00 7.00
Total Personnel 7.00 7.00 7.00 7.00 7.00
Activity Summary
128
CITY CLERK
The City Clerk is the official recordkeeping office of the City, performing recordkeeping duties as
prescribed by State Law, the City Charter, and the Municipal Code.
The City Clerk is appointed by the City Council, reports directly to the Council and attends all City
Council meetings. The City Clerk is charged with custody of deeds, contracts, and abstracts. The
Clerk's office is responsible for the keeping of all ordinances, resolutions, minutes, and the City
Code. The office publishes and posts public notices, ordinances, and minutes as required by law.
The City Clerk's office assists both staff and the general public in researching information. Taxi
company licenses and driver photo ID’s, outdoor service areas, cigarette licenses, beer/liquor
licenses, cemetery deeds, parade and public assembly permits, and various other permits are
issued from the Clerk's office. City subdivision files, project files, the Domestic Partnership
Registry, and an index of Council proceedings are also maintained in the office. In addition, the
Clerk's office provides service to Boards and Commissions by announcing and publishing
vacancies; monitoring applications and appointments; notifying applicants and updating the City
website of members.
The office provides staff support to the Community Police Review Board (CPRB), which was
formed based on a community initiative and established in 1997. The board reviews police
policies, procedures, and practices and may recommend modifications to them. The CPRB also
reviews reports prepared after investigation of complaints about alleged police misconduct and
then issues its own written report. The Board is also required to maintain a central registry of
complaints and holds at least one community forum each year for the purpose of hearing
community views on the policies, practices and procedures of the Iowa City Police Department.
HIGHLIGHTS
Recent Accomplishments:
• Created an online form for Community Police Review Board complaints
• Switched to online liquor license applications through EnerGov
• Created a webpage for online liquor licensing instructions and information
• Revisions to forms and processes for agendas, minutes, and notices due to COVID
• Scanned Board of Adjustment Decisions from 1987 to the present into Laserfiche for easier
access by staff and the public
Upcoming Challenges:
• Educating liquor applicants of the new process and ensuring they provide the information
needed
• Ongoing updates for the older section (Block 1) of Oakland Cemetery; issuance of electronic
deeds
129
• Utilize Laserfiche forms to create more online forms
• Redesign public assembly/Ped mall use permits webpage
• Reorganizing & creating on-line forms for Ped mall use permits
• Using Laserfiche forms/workflow for the internal staff review process for Ped mall use
permits
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 4.00 4.00 4.00
Staffing Level Change Summary:
There are no staffing level changes in fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2022 budget.
Financial Highlights:
Fiscal year 2022 Services expenditures increased by 28.42% due to City Council biennial
election expenses in fiscal year 2022.
130
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Ordinances & Resolutions Received and
Finalized (with attached documents e.g.
Contracts)
417 377 346 362 376
Legal Publications Published 636 585 552 426 550
Notice to Bidders Posted 44 33 23 32 33
Council Meeting and Information Packets
Distributed 112 121 107 124 116
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Number of Licenses and Permits
Processed 667 521 685 530 601
Board & Commission Applications
Processed 85 78 111 170 111
Promote an Inclusive and Resilient Economy Throughout the City,
Enhance Community Mobility for All Residents, Foster Healthy
Neighborhoods and Affordable Housing Throughout the City,
Maintain a Solid Financial Foundation, Strengthen Community
Engagement and Intergovernmental Relations, Demonstrate
Leadership in Climate Action, Advance Social Justice, Racial
Equity, and Human Rights
Foster Healthy Neighborhoods and Affordable Housing Throughout
the City, Maintain a Solid Financial Foundation
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Provide support to the City Council, City staff, and individuals to
implement strategic plan.
Assist in dissemination of City Code information and in
enforcement; Accept subdivision applications; liquor licenses;
taxicab licenses; entertainment venues; special exceptions;
cigarette permit; solid waste container permits.
131
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Number of Committees/ Commissions
Meetings Staffed (Diversity; Charter
Review; Community Police Review
Board; Senior Services)
13 13 15 10 13
Number of Council folders converted
from microfilm 184 N/A N/A N/A N/A
Number of Images converted from
microlfim - Council folders 114,883 66,163 N/A N/A N/A
Number of Images Electronically
Archived (JC Recorder and Project Files)9,108 6,030 10,974 7,932 8,511
Number of Board and Commission
Meeting Packets Archived 147 171 155 170 161
Strengthen Community Engagement and Intergovernmental
Relations
Provide support to the City Council, City staff, and individuals to
Efficient and timely release of information from Council and City
departments as requested (agenda packets, press releases, etc.);
and ad hoc committees. Archive documents as required by state
code and City policy.
132
Activity: City Clerk (120100)Fund: General (1000)
Division: City Clerk Department: City Clerk
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 468,644$ 503,485$ 473,249$ 499,679$ 558,444$ 541,495$
Licenses And Permits
Professional License 4,925 3,505 1,595 3,510 1,600 1,600
Miscellaneous
Code Enforcement 114 23,537 - 5,000 6,000 6,000
Other Misc Revenue 10,371 9,013 9,150 8,980 9,150 9,150
Printed Materials 46 46 5 - - -
Other Financial Sources
Sale Of Assets 53 - - - - -
Total Revenues 484,152$ 539,586$ 483,998$ 517,169$ 575,194$ 558,245$
Expenditures:
Personnel 379,113$ 410,597$ 392,780$ 407,561$ 434,252$ 447,279$
Services 94,702 125,985 88,856 108,825 139,757 109,757
Supplies 10,337 3,004 2,363 783 1,185 1,209
Total Expenditures 484,152$ 539,586$ 483,998$ 517,169$ 575,194$ 558,245$
Personnel Services - FTE 2018 2019 2020 2021 2022
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
City Clerk 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00 1.00 1.00
License Specialist 1.00 1.00 1.00 1.00 1.00
Total Personnel 4.00 4.00 4.00 4.00 4.00
Capital Outlay
Agenda Management Software
Total Capital Outlay
Activity: Community Police Review Board (120200)Fund: General (1000)
Division: City Clerk Department: City Clerk
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 7,365$ 1,307$ 7,475$ 40,325$ 50,363$ 51,370$
Total Revenues 7,365$ 1,307$ 7,475$ 40,325$ 50,363$ 51,370$
Expenditures:
Personnel 112$ 64$ -$ -$ -$ -$
Services 7,253 1,244 7,475 40,325 50,363 51,370
Total Expenditures 7,365$ 1,307$ 7,475$ 40,325$ 50,363$ 51,370$
Activity Summary
Activity Summary
133
CITY ATTORNEY
The City Attorney’s Office represents the City in court litigation and provides legal advice,
opinions, and services to City staff, boards, and commissions.
The City Attorney is appointed by the City Council and works at the direction of the City Council.
The City Attorney supervises the City Attorney's Office, including four Assistant City Attorneys. In
addition, the City Attorney acts as Chief Legal Counsel to the City Council, City Manager, the
various City departments and staff, and most City commissions, committees and boards. The City
Attorney also reviews and approves proposed City ordinances, resolutions, contracts, and other
legal documents; oversees property acquisition needed for public improvements; prepares legal
opinions for Council and City staff; and represents the City in litigation in which the City is involved,
including violations of City ordinances.
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 5.50 5.50 5.50
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2022 budget
Financial Highlights:
Services expenditures for the fiscal year 2022 budget increased by 13.1% primarily due to
higher ITS chargebacks. Additionally, Supplies expenditures increased by 23.9% due to the
purchase of additional subscription reference materials in the fiscal year 2022 budget year.
134
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Ordinances & Resolutions
Approved (with attached
documents e.g. Contracts)
417 377 346 362 376
Public Meetings of City Council,
Boards and Commissions Staffed
by City Attorney’s Office
82 81 70 66 70
Cases in State and Federal Courts
and Administrative Agencies 22 24 28 26 26
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Prosecution of Simple
Misdemeanors 140 174 154 64 150
Municipal Infraction Cases 79 102 209 55 175
Housing Authority Hearings 20 26 30 25 30
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Number of Closings 10 11 6 5 5
Professional handling of acquisition & purchases of homes in
programs endorsed by City Council (e.q. UniverCity & flood
buyout).
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Promote an Inclusive and Resilient Economy Throughout the
City, Enhance Community Mobility for All Residents, Foster
Healthy Neighborhoods and Affordable Housing Throughout the
City, Maintain a Solid Financial Foundation, Enhance
Community Engagement and Intergovernmental Relations,
Promote Environmental Sustainability, Advance Social Justice,
Racial Equity, and Human Rights
Provide professional legal advice and representation to the City
Council, City Manager, Department Directors and Staff and City
Assessor.
Foster Healthy Neighborhoods throughout the City, Maintain a
Solid Financial Foundation
Provide Professional Representation to City in enforcement of
the City Code and rules of the Housing Authority.
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
135
Activity: City Attorney (130100)Fund: General (1000)
Division: City Attorney Department: City Attorney
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 697,024$ 695,987$ 761,508$ 814,356$ 795,404$ 819,856$
Miscellaneous
Code Enforcement 585 90 65 600 600 600
Intra-City Charges 67,300 55,011 74,590 56,650 74,590 75,709
Other Misc Revenue 489 166 686 170 690 690
Printed Materials - 12 - - - -
Other Financial Sources
Sale Of Assets 19 - - - - -
Total Revenues 765,398$ 751,266$ 836,849$ 871,776$ 871,284$ 896,855$
Expenditures:
Personnel 719,637$ 708,247$ 747,533$ 815,953$ 814,499$ 838,934$
Services 35,885 34,142 38,026 40,498 45,781 46,697
Supplies 9,896 8,876 9,701 8,884 11,004 11,224
Capital Outlay - - 41,589 6,441 - -
Total Expenditures 765,417$ 751,266$ 836,849$ 871,776$ 871,284$ 896,855$
Personnel Services - FTE 2018 2019 2020 2021 2022
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Assistant City Attorney 1.50 1.50 1.50 1.50 1.50
City Attorney 1.00 1.00 1.00 1.00 1.00
First Asst City Attorney 1.00 1.00 1.00 1.00 1.00
Legal Assistant 1.00 1.00 1.00 1.00 1.00
Total Personnel 5.50 5.50 5.50 5.50 5.50
Capital Outlay 2021 2022
Software 6,441$ -$
Total Capital Outlay 6,441$ -$
Activity Summary
136
CITY MANAGER
The City Manager strives to ensure City services are provided in an efficient, responsible
manner. Through effectively managing the City’s operating departments, the City Manager
seeks to implement policy that is consistent with the preferences of Iowa City’s residents, as
reflected in the direction provided by the City Council. Further, the City Manager provides
Council with information needed to make informed policy decisions.
The City Manager is the chief administrative officer for the City and is appointed by the City
Council, managing the City’s day-to-day operations under broad policy direction from Council.
The City Manager supervises the activities of City departments and advises the City Council on
matters relating to planning, development, and municipal operations. The City Manager
implements policy decisions of the City Council and enforces City ordinances through the
management of the City’s operating departments and the administration of the City’s personnel
system. The City Manager prepares a proposed annual budget and submits it to the City
Council for consideration and final approval consistent with State law, along with presenting
policy and program recommendations to the City Council.
There are six operating divisions within the City Manager’s Office: City Manager,
Communications Office, Human Resources, Human Rights, Economic Development, and
Climate Action and Outreach.
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 3.00 3.00 3.00
Staffing Level Change Summary:
There are no staffing changes for the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes for the fiscal year 2022 budget.
Financial Highlights:
Fiscal year 2022 Services expenditures decreased by $62,530 or 22.2% due to a decrease for
Community Sponsored Events because of the expiration of a three-year collaboration with the
University of Iowa’s Big Splash event. Services expenditures also decreased due to a reduction
of consulting expenditures.
137
Activity: City Manager (210100)Fund: General (1000)
Division: City Manager Department: City Manager
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 736,746$ 785,103$ 761,394$ 892,551$ 802,778$ 824,634$
Miscellaneous
Misc Merchandise 380 1,905 - - - -
Total Revenues 737,126$ 787,008$ 761,394$ 892,551$ 802,778$ 824,634$
Expenditures:
Personnel 527,392$ 546,676$ 525,384$ 607,669$ 579,993$ 597,393$
Services 206,103 236,777 233,765 281,168 218,638 223,011
Supplies 3,631 3,555 2,246 3,714 4,147 4,230
Total Expenditures 737,126$ 787,008$ 761,394$ 892,551$ 802,778$ 824,634$
Personnel Services - FTE 2018 2019 2020 2021 2022
Assistant To The City Manager 1.00 1.00 1.00 1.00 1.00
Asst City Manager 1.00 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Activity Summary
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COMMUNICATIONS OFFICE
Communications Office
The Communications Office serves as the central point of contact for internal and external
communications at the City. The Communications Team coordinates media, informational efforts
and promotional campaigns, maintains the City’s public website and employee intranet, manages
social media, and collaborates with our Cable staff to create and share photography and video
content for television, social media, and general City news. The team coordinates with City staff
to share and advise on policies and procedures, publicizes city and community events,
participates in local events to engage the public and provide information about the City, while also
supporting customer service functions throughout the organization through an online customer
service portal. The division also provides creative services and Communications support
throughout the organization, and staffs the front lobby information desk, which serves as the
customer service hub of City Hall.
Cable TV Office
Cable TV Administration oversees Cable TV Office operations, provides a complaint resolution
service for subscribers to the local cable company, and supports other local cable access
television channels. Administration also serves as staff for the Iowa City Telecommunications
Commission (ICTC) and conducts special projects such as research or community surveys.
Administration monitors changes in Federal and State laws and regulations and relevant legal
decisions related to cable television.
Cable staff produces local government and community video programming including public
meetings and presentations, regularly featuring the Iowa City City Council and the Iowa City
Foreign Relations Council; balanced political programming such as League of Women Voters and
other NGO forums; informational programming such as City departmental and community
organizational profiles, services, projects, or activities, including a wide variety of local musical
performances sponsored by City and non-profit entities; as well as providing weekly and monthly
news features that provide information about Iowa City events and initiatives. Cable staff also
provides recording of internal training for departments as needed.
The Cable TV Office also schedules programming on City Channel 4, operates InfoVision
channel 5, an interactive service providing local video programming on demand, manages
Channel 4's web presence, which includes live and archived streaming video, and provides
video content for City social media outlets.
Cable TV Reserves
Cable TV’s annual budget includes transfers to an equipment replacement reserve that are used
to purchase equipment and supplies, including computer hardware and software.
139
HIGHLIGHTS
The Cable TV Office merged into the Communications Office six years ago, which has allowed
the Communications Office to provide a coordinated and broad range of services and expertise
to our City-produced news, streamlining efforts, and reducing overlap and expenses. Cable TV
operations were previously accounted for in an Enterprise Fund but were transferred to the
General Fund in fiscal year 2016.
Recent Accomplishments Upcoming Challenges
• Changing how the City does
business and communicates with
the public during COVID
• Administer the City Zoom account to
make virtual meetings accessible to
the public; provide staff support
• Creation of weekly Community
Connection, a video series with the
Mayor to share relevant information
through the COVID crisis, and other
events
• Created Facebook Live video
updates in multiple languages during
pandemic onset
• Helped to create and implement
City’s First Climate Action Expo
• Reimagined annual events to
provide virtual experiences
• Implemented ADA accessible web
forms to continue business online
• New website
• Increased engagement with
marginalized community
• Increased engagement with our
student population
• Creative solutions for video
coverage of virtual events
• Adding closed-captioning to online
videos
• Increased Equity & Human Rights
focus on initiatives – Equity toolkit
• Continued conversion of forms to
ADA compliant forms with IT help,
will improve website accessibility
• Improve public safety messaging
• Grew the City Channel 4 YouTube
channel’s subscribership by 60
percent since January 2020
• Increased video content for the
City’s Instagram account
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 6.00 7.89 8.89
Staffing Level Change Summary:
The fiscal year 2022 budget includes the addition of a 1.0 FTE Public Safety Specialist position.
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Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
Supplies expenditures in the Communications Office budget increased by 56.6% in fiscal year
2022 primarily due to the increase in software costs and purchases.
Services expenditures in the Cable Administration budget increased by 21.2% in fiscal year
2022 due to the purchase of closed-captioning services.
141
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Social media growth and digital outreach growth using e-subscription service
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Twitter (followers)8,693 9,655 10,900 12,000 13,000
Facebook (Likes)5,753 7,517 10,223 12,500 15,000
Instagram (followers)1,554 2,240 4,084 4,750 6,000
Media release activity 1,588 1,584 1,594 1,586 1,586
E-subscriptions 19,401 21,175 24,060 26,500 29,000
Video Programming FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Programming promoting urban core
activities and organizations 100 115 101 108 115
Programming promoting general
City initiatives, projects,
and public input
222 322 341 360 379
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Utilize social media, website, video messaging and media
outreach to provide access to a wide audience.
Note: Includes full-length and short programs, public service announcements, & program segments
Strengthen Community Engagement and Intergovernmental
Relations
Increase opportunities for public engagement and education.
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Activity: Communications Office (210200)Fund: General (1000)
Division: Communications Office Department: City Manager
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 338,251$ 367,790$ 383,187$ 556,478$ 595,167$ 611,166$
Total Revenues 338,251$ 367,790$ 383,187$ 556,478$ 595,167$ 611,166$
Expenditures:
Personnel 244,752$ 241,579$ 286,245$ 327,194$ 409,576$ 421,863$
Services 36,524 24,840 62,607 127,798 83,074 84,735
Supplies 56,975 101,371 34,335 65,486 102,517 104,567
Capital Outlay - - - 36,000 - -
Total Expenditures 338,251$ 367,790$ 383,187$ 556,478$ 595,167$ 611,166$
Personnel Services - FTE 2018 2019 2020 2021 2022
Communications Creative Assistant - - - 0.63 0.63
Communications Aide - - - 1.26 1.26
Communications Coordinator 1.00 1.00 1.00 1.00 1.00
Digital Communications Spec 1.00 1.00 1.00 1.00 1.00
Public Safety Specialist - - - - 1.00
Total Personnel 2.00 2.00 2.00 3.89 4.89
Capital Outlay 2021 2022
Laserfiche licenses 36,000$ -$
Total Capital Outlay 36,000$ -$
Activity Summary
143
Activity: Cable Administration (210251)Fund: General Fund (1000)
Division: Communications Office Department: City Manager
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
Licenses And Permits
Franchise Fees 662,448$ 586,428$ 438,753$ 580,000$ 581,900$ 581,900$
Miscellaneous
Contrib & Donations - 2 - - - -
Other Misc Revenue 41 503 - - - -
Total Revenues 662,489$ 586,933$ 438,753$ 580,000$ 581,900$ 581,900$
Expenditures:
Personnel 330,185$ 352,075$ 372,022$ 411,442$ 429,376$ 442,257$
Services 41,915 36,963 40,878 45,724 55,419 56,527
Supplies 2,490 10,053 3,621 7,283 6,080 6,202
Total Expenditures 374,590$ 399,090$ 416,522$ 464,449$ 490,875$ 504,986$
Personnel Services - FTE 2018 2019 2020 2021 2022
Communications Tech - Cable 1.00 1.00 1.00 1.00 1.00
Media Production Assistant - - - 1.00 1.00
Media Production Service Coordinator 1.00 1.00 1.00 1.00 1.00
Production Asst - Cable T.V. 1.00 1.00 1.00 1.00 1.00
Special Projects Asst - Cable 1.00 1.00 1.00 - -
Total Personnel 4.00 4.00 4.00 4.00 4.00
Activity: Cable Reserves (210257)Fund: Cable Replacement Reserves (1007)
Division: Communications Office Department: City Manager
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Transfer In:
Transfer-In from Cable Operations 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ 10,000$
Total Transfer In 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ 10,000$
Expenditures:
Capital Outlay 5,251$ 38,054$ -$ -$ -$ -$
Total Expenditures 5,251$ 38,054$ -$ -$ -$ -$
Activity Summary
Activity Summary
144
HUMAN RESOURCES
The Human Resources Division provides quality, comprehensive Human Resources services to
the City of Iowa City and its employees with integrity, responsiveness, and sensitivity to the
employees of the City and other customers, consistent with appropriate best practices and legal
requirements.
The Human Resources Division strives to provide quality, comprehensive Human Resources
services to the City of Iowa City and its employees in the areas of:
• Employee and labor relations for approximately 1,000 City employees, both permanent
and hourly
• Collective bargaining and contract administration for three collective bargaining
agreements: AFSCME, Police, and Fire unions
• Civil Service compliance per Chapter 400 of the Code of Iowa
• Comprehensive benefits administration for approximately 600 permanent employees
• Internal and external recruitment for permanent and hourly positions in compliance with
Chapter 400 of the Iowa Code, collective bargaining agreements, and Personnel Policies
• Personnel policy development and administration
• Administration of applicable state and federal employment laws
HIGHLIGHTS
Recent Accomplishments:
• Completed promotional testing in compliance with Chapter 400 of the Iowa Code
resulting in promotional lists for the ranks of Police Captain, Police Lieutenant, and
Police Sergeant
• Completed promotional testing in compliance with Chapter 400 of the Iowa Code
resulting in promotional lists for the positions of Deputy Fire Chief, Battalion Chief, Fire
Captain and Fire Lieutenant
• Completed update and revision of City Personnel Policies
• Implemented requirements to comply with Federal Motor Carrier Safety Administration
Drug and Alcohol Clearinghouse which launched in January 2020
• Created necessary policy and administrative procedures to meet requirements of
Families First Coronavirus Relief Act
• Settled voluntary five-year collective bargaining agreement with Police union
• With City Manager’s Office, conducted Police Chief recruitment in compliance with
Chapter 400 of the Iowa Code
• Coordinated and staffed Civil Service Commission appeal hearing for terminated police
officer
• Navigated and advised on numerous staffing, labor, operational, and employee leave
issues related to COVID-19
• Completed various Diversity, Equity, and Inclusion initiatives related to the City’s hiring
and recruitment processes including mandating inclusion of DEI focused interview
145
questions, candidate interview preparation efforts, staff and recruitment demographic
reporting/analysis, new supervisor DEI training, and recruitment outreach
Upcoming Challenges:
• Post collective bargaining law reform labor negotiations with AFSCME
• FTA Triennial Review
• Police and Fire promotional testing in fiscal year 2022
• Potential Police Officer recruitment
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 3.00 3.00 3.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
Services expenditures increased by 17.1% in fiscal year 2022 over the fiscal year 2021 budget
due to the consultant services required for Police and Fire promotional testing.
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Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Number of Internal Hires 42 45 48 45 40
Number of External Hires 125 144 118 129 116
Positions posted but not filled 10 7 11 12 10
Averages FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Days to Fill Vacant Position 70.87 61.05 74.42 68 70
Advertising Expense
per External Hire $41.92 $68.06 $19.67 $43.50 $50.00
Applicants per Hire 26.83 15.7 18.09 15 15
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
City Employee Turnover Rate 5.07%8.59%8.73%8.75%9.00%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Recruitment for permanent and temporary positions in compliance
with Chapter 400 of the Iowa Code, applicable collective
bargaining agreements and City policies.
To employ effective and efficient recruitment practices in a
cost-effective manner.
Note: Recruitment data does not include non-civilian Police and Fire Staff, Library employees, or
Recreation program hourly staff.
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Activity: Human Resources (210300)Fund: General (1000)
Division: Human Resources Department: City Manager
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 474,889$ 511,723$ 536,457$ 602,322$ 639,404$ 656,623$
Charges For Fees And Services
Misc Charges For Svc 40 50 50 - - -
Intra-City Charges 8,016 11,149 6,646 11,500 7,000 7,000
Other Misc Revenue 24 878 410 880 410 410
Total Revenues 482,968$ 523,801$ 543,564$ 614,702$ 646,814$ 664,033$
Expenditures:
Personnel 364,933$ 381,789$ 401,226$ 417,944$ 428,321$ 441,171$
Services 95,224 100,409 93,083 135,141 158,238 161,403
Supplies 22,811 41,603 49,255 61,617 60,255 61,460
Total Expenditures 482,968$ 523,801$ 543,564$ 614,702$ 646,814$ 664,033$
Personnel Services - FTE 2018 2019 2020 2021 2022
Human Resources Administrator 1.00 1.00 1.00 1.00 1.00
Human Resources Assistant 1.00 1.00 1.00 1.00 1.00
Human Resources Generalist 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Activity Summary
148
HUMAN RIGHTS
Human Rights
The Human Rights Office enforces the anti-discrimination laws for the City and receives,
investigates and makes probable cause decisions on complaints alleging unlawful discrimination
in the areas of education, credit, housing, employment, and public accommodation based upon
the following characteristics: age, color, creed, disability, familial status, gender identity, marital
status, national origin, presence or absence of dependents, public assistance source of income,
race, religion, sex, and sexual orientation. The Office also provides training to the community on
unlawful discrimination and the civil rights history of Iowa.
The Office collaborates with individuals and organizations in the planning and coordinating of
events to educate on civil and human rights. The office prepares specialized materials including
pamphlets, brochures and advertisements on unlawful discrimination for outreach and education.
Staff of the office create yearly specialized reports and publish the annual report of the Human
Rights Commission.
The equity branch of the Office coordinates with City departments to assist in efforts to eliminate
inequities. Work includes publishing an annual report on racial equity and the quarterly reports on
social justice and racial equity, managing the social justice and racial equity grants, implementing
toolkits across departments, arranging training opportunities for City staff and boards and
commission members, and more recently community trainings on implicit bias, and reviewing the
EEO Contract Compliance program.
Black Lives Matter
On June 16, 2020 City Council passed Resolution 20-159, outlining 17 actions to be taken by the
City to address the Black Lives Matter (BLM) movement and systemic racism. One of the action
items includes committing $1,000,000 to local efforts promoting racial equity and social justice
including development of a new affordable housing plan and the creation of an Ad Hoc Truth &
Reconciliation Commission to carry out restorative justice.
HIGHLIGHTS
Recent Accomplishments:
• Pride Banners displayed in downtown and Towncrest area to celebrate 50th Iowa City
Pride Anniversary. Also, Municipal Equality Index LGBTQ 8th Annual Launch Party
hosted by the City of Iowa City
• Complimentary Implicit Bias Trainings offered for area businesses, organizations, and
Property Managers
• 24/7 online option to report discriminatory conduct without filing an official complaint.
• Youth Job Fair and Job and Resource Fair held for Community Members
149
Upcoming Opportunities:
• Hosting Expungement Seminar for Community Members to assist with criminal
convictions and Mitigation of Court Costs
• Partnerships with the African American Museum of Iowa on programming and Outreach
• Expanded Trainings on Using A Racial Equity Toolkit to area Businesses and
Organizations
Staffing:
Year FY2020 FY2021 FY2022
Total FTE’s 2.00 2.00 2.00
Staffing Level Change Summary:
There are no staffing changes in fiscal year 2022 budget.
Service Level Change Summary:
There are no service changes in the fiscal year 2022 budget.
Financial Highlights:
The fiscal year 2022 Services expenditures increased by 8.7% or $16,540 primarily due to an
increase in advertising expenditures.
150
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Number of complaints resolved within a year from the date filed.
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Complaints Filed 40 46 38 41 42
Resolved Complaints 35 41 31 35 36
Percentage of Complaints Resolved 87.50%89.13%81.57%86.53%85.71%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Yearly number of outreaches.
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Number of Outreach Efforts 71 88 104 123 141
Provide targeted information on unlawful discrimination, and the
functions of the department to organizations, businesses, and
other entities for outreach.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Advance Social Justice, Racial Equity, and Human Rights
Investigate and resolve complaints alleging unlawful discrimination
in a timely manner.(Complaints filed in one fiscal year may be
closed in the next fiscal year which may create a distorted
difference in numbers between those opened and closed.)
Advance Social Justice, Racial Equity, and Human Rights
To address unlawful discrimination through education, outreach,
and enforcement.
To address unlawful discrimination through education, outreach,
and enforcement.
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Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Survey the racial demographics of individuals serving on City boards/commissionon an annual basis.
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Number of persons of color serving
on boards/commissions 12 5*13 21 29
Survey the racial diversity of persons serving on City Boards and
Commissions.
Advance Social Justice, Racial Equity, and Human Rights
To foster inclusiveness and assist in making the City more
inclusive for all.
*This is self reported by the board/commission members. Some opt not to provide a response to the
question on their application.
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Activity: Human Rights (210400)Fund: General (1000)
Division: Human Rights Department: City Manager
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 325,279$ 425,455$ 399,608$ 455,014$ 488,747$ 501,664$
Licenses And Permits
Misc Lic & Permits 60 60 180 - 180 -
Charges For Fees And Services
Special Events 2,846 3,809 2,845 - 2,850 2,850
Miscellaneous
Contrib & Donations - 1,850 - - - -
Other Misc Revenue 4,250 1,807 6,199 1,810 6,200 6,200
Other Financial Sources
Sale Of Assets 19 - - - - -
Total Revenues 332,455$ 432,981$ 408,832$ 456,824$ 497,977$ 510,714$
Expenditures:
Personnel 228,969$ 240,107$ 243,036$ 257,025$ 277,809$ 286,143$
Services 89,541 167,436 154,321 190,133 206,673 210,806
Supplies 13,944 25,438 11,474 9,666 13,495 13,765
Total Expenditures 332,455$ 432,981$ 408,832$ 456,824$ 497,977$ 510,714$
Personnel Services - FTE 2018 2019 2020 2021 2022
Human Rights Coordinator 1.00 1.00 1.00 1.00 1.00
Human Rights Investigator 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
Activity: Black Lives Matter (210410)Fund: General (1000)
Division: Human Rights Department: City Manager
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ -$ 1,000,000$ -$ -$
Total Revenues -$ -$ -$ 1,000,000$ -$ -$
Expenditures:
Services -$ -$ -$ 1,000,000$ -$ -$
Total Expenditures -$ -$ -$ 1,000,000$ -$ -$
Activity Summary
Activity Summary
153
ECONOMIC DEVELOPMENT
The Economic Development Division is charged with helping to grow the community, increasing
the property tax base, and attracting new jobs. The division serves as a resource for businesses
operating in or considering operating in Iowa City.
The Economic Development Division is the municipal office to contact for business assistance in
City of Iowa City. A division of the City Manager’s Office, they provide access to information and
to individuals throughout the City organization and assist in pursuing new and expanding business
endeavors.
Working in cooperation with other City departments, the Iowa City Area Development Group and
other local promotional organizations, the Economic Development Division assists developers
and site selection consultants with specific commercial, office, and industrial development
projects. This assistance ranges from helping businesses understand local regulations to
determining available local public financial assistance. The Economic Development Division acts
as a municipal resource for the business community.
HIGHLIGHTS
Recent Accomplishments: Upcoming Challenges:
• Urban Renewal Amendments to facilitate
TIF funded Energy Efficiency matching
grants in Scott 6, Heinz Road, Sycamore
and First Avenue and City-University
Project 1 Urban Renewal Areas
• First Climate Action Awards in categories
of Buildings, Adaptation, Waste
Management, Transportation and
Sustainable Lifestyle
• Building Change projects completed:
MacDonald Optical, Target, “old Kresge”
building façade renovations
• Improve Black- and BIPOC-owned
business support
• Pandemics effects on economic and
business landscape
• Implement Tax Abatement Area
• Promote TIF-funded Energy Efficiency
grant opportunities
• Tailwind redevelopment project
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 1.00 1.00 1.00
154
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2022 budget.
Financial Highlights:
The Services expenditures decreased by 14.9% in fiscal year 2022 due to approximately
$250,000 in Economic Development Assistance carried forward into fiscal year 2021.
Community Development Assistance includes funding for the following organizations:
$253,092 Convention and Visitors Bureau hotel/motel tax pass through
50,000 Englert Theater
60,000 City of Literature
20,000 Riverside Theatre
25,000 Film Scene
7,000 Refocus Film Festival
20,000 Mission Creek Festival
25,000 Entrepreneurial Development Center, Inc.
25,000 Kirkwood ESL program
$485,092 Total
155
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
City-University Urban Renewal Area (Downtown - Original Blighted Area)
Jan 2017 Jan 2018 Jan 2019 Jan 2020
Projected
Jan 2021
Estimate
Current Value (in millions) $ 91.67 $ 96.90 $ 113.44 $ 113.44 $ 115.71
Base Value (in millions) $ 15.27 $ 15.27 $ 15.27 $ 15.27 $ 15.27
percent increase 500.5%534.8%643.1%643.1%658.0%
City-University Urban Renewal Area (Downtown 2001 Economic Development Amended Area)
Jan 2017 Jan 2018 Jan 2019 Jan 2020
Projected
Jan 2021
Estimate
Current Value (in millions) $ 73.04 $ 74.12 $ 82.39 $ 82.39 $ 84.03
Base Value (in millions) $ 13.68 $ 13.68 $ 13.68 $ 13.68 $ 13.68
percent increase 434.0%441.9%502.3%502.3%514.4%
SSMID area within City-University Urban Renewal Area (Downtown - Original Blighted Area)
Jan 2017 Jan 2018 Jan 2019 Jan 2020
Projected
Jan 2021
EstimateCurrent SSMID Value (in milions) $ 113.42 $ 104.53 $ 122.53 $ 122.53 $ 124.99
Base SSMID Value (in millions) $ 55.21 $ 54.01 $ 54.01 $ 54.01 $ 54.01
percent increase 105.4%93.5%126.9%126.9%131.4%
SSMID area within City-University Urban Renewal Area (Downtown - Ec. Dev. amended Area)
Jan 2017 Jan 2018 Jan 2019 Jan 2020
Projected
Jan 2021
Estimate
Current SSMID Value (in milions) $ 83.20 $ 83.47 $ 94.31 $ 94.31 $ 96.19
Base SSMID Value (in millions) $ 43.71 $ 43.71 $ 43.71 $ 43.71 $ 43.71
percent increase 90.4%91.0%115.8%115.8%120.1%
City-University Urban Renewal Area (Totals from Above Areas)
Jan 2017 Jan 2018 Jan 2019 Jan 2020
Projected
Jan 2021
EstimateCurrent Value (in millions) $ 361.33 $ 359.02 $ 412.67 $ 412.67 $ 420.92
Base Value (in millions) $ 127.86 $ 126.66 $ 126.66 $ 126.66 $ 126.66
percent increase 182.6%183.4%225.8%225.8%232.3%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Build tax base in effort to continue to reduce the City's property
Work with public and private sectors to facilitate economic
development opportunities
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City-University Urban Renewal Area (Riverfront Crossings – Amendment #10 Area)
Jan 2017 Jan 2018 Jan 2019 Jan 2020
Projected
Jan 2021
Estimate
Current Value (in millions) $ 176.84 $ 218.71 $ 290.75 $ 290.75 $ 296.57
Base Value (in millions) $ 115.45 $ 115.25 $ 115.25 $ 115.25 $ 115.25
percent increase 53.2%89.8%152.3%152.3%157.3%
Towncrest Urban Renewal Area
Jan 2017 Jan 2018 Jan 2019 Jan 2020
Projected
Jan 2021
Estimate
Current Value (in millions) $ 40.72 $ 42.91 $ 44.28 $ 44.28 $ 45.17
Base Value (in millions) $ 32.55 $ 32.55 $ 32.55 $ 32.55 $ 32.55
percent increase 25.1%31.8%36.0%36.0%38.8%
Total - All Urban Renewal Areas
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
New 1 1 0 0 1
Amended 2 2 0 4 2
Total Urban Renewal Areas 13 14 14 14 15
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Unemployment Rate 2.5%2.0%2.1%8%5%
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
# Projects assisted that grow the
Local Foods economy 0 4 3 2 2
Support ICAD in efforts to do
targeted industry development $167,392 167,392$ 173,392$ 173,392$ 173,392$
Promote an Inclusive and Resilient Economy Throughout the City
Build stronger relations with business owners throughout the
community Develop programs aimed to enhance small business
development and retention with a focus on diverse communities
identify ways to market and grow the local foods economy.
Build Employment Opportunities
157
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Development Projects with
sustainability features 1 0 0 5 6
Provide financial incentives to
encourage infill and redevelopment 0 3 0 1 1
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Assist Historic Preservation
projects including existing building
financial assistance
0 3 1 1 1
City assisted Affordable Housing
Units measured by # units 0 15*11 0 16
* 45% of the Foster Road TIF will go toward Affordable Housing fund.
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Develop programs to enhance
small business 1 0 0 0 2
Advance Social Justice, Racial Equity, and Human Righs
Ensure access to information and resources with a focus toward
small business entrpreneurs of color
Develop and partner to present programming and provide
microloan funding
Enhance Community Mobility for All Residents
Support historic preservation efforts.
Encourage diverse housing types and price point for variety of
income levels.
Work with public and private sectors to promote historic
preservation where appropriate
Work with private sectors to include environmental sustainability
measures in City-assisted projects
Demonstrate Leadership in Climate Action
Collaborate with community partners on sustainability efforts
158
Activity: Economic Development (210510)
Division: Economic Development
Fund: General (1000)
Department: City Manager
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 567,982$ 558,872$ 936,827$ 989,924$ 741,157$ 762,840$
Other City Taxes
Hotel/Motel Tax 234,520 283,249 253,092 141,625 253,092 253,092
Use Of Money And Property
Rents 9,511 - 9,276 10,000 9,280 9,280
Miscellaneous
Contrib & Donations 900 - - - - -
Other Financial Sources
Sale Of Assets - 554,125 - - - -
Total Revenues & Transfer In 812,912$ 1,396,245$ 1,199,196$ 1,141,549$ 1,003,529$ 1,025,212$
Expenditures:
Personnel 147,331$ 152,068$ 158,615$ 163,782$ 161,212$ 166,048$
Services 664,853 1,244,143 1,040,381 977,647 842,292 859,138
Supplies 728 35 200 120 25 26
Total Expenditures 812,912$ 1,396,245$ 1,199,196$ 1,141,549$ 1,003,529$ 1,025,212$
Personnel Services - FTE 2018 2019 2020 2021 2022
Economic Development Coord 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
Activity Summary
159
CLIMATE ACTION AND OUTREACH
Iowa City is committed to leading the state and country in progressive environmental initiatives
and ensuring this community offers a high quality of life for all residents and visitors. The Office of
Climate Action and Outreach is staffed by three employees, including a Sustainability Coordinator,
Climate Action Analyst, and Climate Action Engagement Specialist, responsible for management
of City climate action initiatives and leading the City’s implementation of the Climate Action and
Adaptation Plan. Staff efforts are focused upon reducing community-wide greenhouse gas
emissions and promoting efficiencies in energy usage, transportation, and waste management,
as well as behavioral changes that lead to reduced carbon emissions. Staff is tasked with
facilitating these projects and programs as well as encouraging community partnerships and
collaborations that inspire private and individual investment in climate action and adaptation
initiatives. As the current and potential impacts of climate change intertwine with City operations
at many levels, this division collaborates with all City departments to ensure climate objectives
are being met throughout the organization.
Current projects include overseeing the implementation of the City’s first Climate Action and
Adaptation Plan and its supplementary report, Accelerating Iowa City’s Climate Actions. This
effort involves working with the Climate Action Commission, community volunteers, and an
internal team of cross-departmental staff. Other responsibilities include annually updating the
community greenhouse gas emissions reporting and ensuring that the City completes
requirements for the Covenant of Mayors requirements for climate action. The Office of Climate
Action and Outreach communicates the City’s climate action efforts through a variety of media
and creates community outreach opportunities through meaningful engagement around climate
action.
HIGHLIGHTS
Recent Accomplishments:
• Held first Iowa City Climate Fest, inviting community to tell their “climate action story” and
explore the five categories present in the City’s Climate Action and Adaptation Plan
• Developed Climate Ambassador program to amplify public engagement, awareness, and
ownership of community climate action objectives
• Initiated Root for Trees program to incentivize residential tree planting
• Completed initial study of methane capture and reuse at City Landfill and Wastewater
Treatment Facility, identifying possible solutions for future implementation
Upcoming Challenges:
• Continued implementation of initiatives within Accelerating Iowa City’s Climate Actions report
• Augmenting diversity, equity and inclusion throughout climate action initiatives and
strengthening relationships and partnerships to ensure planned projects are supportive of all
Iowa City populations
• Further integrating sustainable best practices into City operations through increased analysis
and improvements to processes, policies, and physical infrastructure
160
Staffing:
FY2020 FY2021 FY2022
Total FTE’s - 3.00 3.00
Staffing Level Change Summary:
There are no staffing level changes included in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
Service expenditures decreased by 42.9% in fiscal year 2022 primarily due to a carryforward of
$25,000 in fiscal year 2021 for an EV readiness grant consultant fees.
161
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Greenhouse gas emissions CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Total tonnes CO2e 974,895 1,020,073 916,741 900,698 884,936
Estimated population*75,798 76,290 75,130 76,032 76,944
Tonnes CO2e per capita 12.8 13.4 12.2 11.8 11.5
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
External Communications FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Number of Subscribers of
Sustainable News e-Subscriptions 1,070 1,501 1,830 2,150 2,400
Number of Public Outreach Events 33 23 15 25 30
Community Survey results of the percent rated positively
Participation FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Conserved Water N/A N/A N/A N/A N/A
Recycled at Home N/A N/A N/A N/A N/A
Made Home More Energy Efficient N/A N/A N/A N/A N/A
*Community Survey conducted during FY 2013 and FY 2017; some new measures added in FY 2017
Strengthen Community Engagement and Intergovernmental
Relations
Increase awareness of sustainability within the community.
External outreach within the community focusing on sustainability.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Demonstrate Leadership in Climate Action
Reduce community-wide greenhouse gas emissions.
* Annual population estimates from the American Community Survey
Monitor community-wide greenhouse gas emissions, which
includes emissions used from energy in the following sectors:
residential, commercial, industrial, transportation and waste.
162
Activity: Climate Action & Outreach (210610) *Fund: General (1000)
Division: Climate Action & Outreach Department: City Manager
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy -$ -$ 14,999$ 419,613$ 353,886$ 364,034$
Total Revenues & Transfer In -$ -$ 14,999$ 419,613$ 353,886$ 364,034$
Expenditures:
Personnel -$ -$ 12,694$ 344,529$ 307,022$ 316,233$
Services - - 2,306 70,484 40,814 41,630
Supplies - - - 4,600 6,050 6,171
Total Expenditures -$ -$ 14,999$ 419,613$ 353,886$ 364,034$
Personnel Services - FTE 2018 2019 2020 2021 2022
Sustainability Coordinator - - - 1.00 1.00
Climate Action Analyst - - - 1.00 1.00
Climate Action Engagement Specialist - - - 1.00 1.00
Total Personnel - - - 3.00 3.00
* Prior to fiscal year 2022, this activity was the Sustainability Services activity in the Neighborhood & Development Services department.
Activity Summary
163
FINANCE ADMINISTRATION
Finance Administration provides direction and administrative support to departmental operating
divisions. It supervises the preparation and dissemination of financial data for use by City Council
and staff in making managerial decisions and coordinates the annual budget process.
The division’s budget is organized into five activities: Administration, Tort Liability, Non-
Operational Administration, Disaster Assistance, and the Emergency Fund.
Administration
Administration monitors financial trends and provides analysis of budget to actual data and three-
year financial projections. Staff provides oversight of long and short-term investment portfolios,
cash flows and reserves, and oversees the preparation of general liability, fire & casualty, and
workers compensation insurance specifications. Administration coordinates annual health and
dental insurance renewals.
Administration prepares the annual budget, three-year financial plan, and five-year capital
improvement program and subsequent amendments thereof.
Tort Liability
Chapter 384.12 of the Iowa State Code provides municipalities within the state of Iowa the legal
authority with which to levy “a tax to pay the premium costs on tort liability insurance, property
insurance, and any other insurance that may be necessary in the operation of the city, the costs
of a self-insurance program, the costs of a local government risk pool and amounts payable under
any self-insurance program, or local government risk pool.”
The Tort Liability cost center accounts for General Fund’s contribution to the Risk Management
Loss Reserve; general liability, fire and casualty and workers compensation premium costs. The
account is administered by the Finance Department’s Revenue and Risk Manager.
Non-Operational Administration
The Non-Operational Administration cost center facilities financial transactions which are non-
operational in nature.
Employee Benefits Levy: State code requires that a separate fund be established to account for
revenue from the Employee Benefits Levy. Monies are then transferred into Non-Op Admin to
cover General Fund’s share of Employee Benefit costs levied.
Utility Franchise Tax: A one percent (1%) utility franchise tax is levied by the City on gas and
electric bills. These funds are used for a variety of purposes as determined by the City Council.
Community Event and Program Funding: The City’s Community Events and Programming budget
has financially supported groups that have requested funding for various community events. This
funding was moved to the City Manager’s budget in fiscal year 2018.
Contingency: The General Fund budgets a contingency of 1% of expenditures.
164
Disaster Assistance
This activity accounts for Federal Emergency Management Agency (FEMA) reimbursements for
repairs to public facilities damaged in floods and natural disasters. Revenue includes State of
Iowa matching funds. In addition to public facility repairs, reimbursements are also provided for
some flood and disaster recovery services.
Emergency Reserve
This reserve fund was created in the General Fund in fiscal year 2014 to hold excess fund reserves
for the following purposes: to provide natural or other disaster response or mitigation funding/interim
loans, to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other
State operating assistance, to mitigate pension, insurance, or health care funding anomalies,
emergencies, or spikes, to avoid any defaults from the payment of long term or bonded debts, to
assist in the rehabilitation or replacement of fully depreciated or outdated municipal buildings and
facilities, to avoid the issuance of long-term debt, or for any other financial emergencies declared
by the City Council.
HIGHLIGHTS
Recent Accomplishments:
• Implemented Clearwater investment
software
• Conducted an ITS risk assessment
through the U.S. Depart. of
Homeland Security
• Created capital replacement
reserves in the major enterprise
funds
• Implemented additional paperless
processes
• Eliminated utility bill carding fee for
racial and social equity
• Re-organized management staff of
the Finance Department
Upcoming Challenges:
• Navigate City through financial
challenges from COVID-19
pandemic
• Submit and manage FEMA and
CARES Act grant requests from
COVID-19 pandemic and derecho
storm
• Evaluate and implement digital
budget book software
• Issue city-wide scanning contract
moving paper files to Laserfiche
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 2.90 2.90 3.00
165
Staffing Level Change Summary:
In the fiscal year 2022 budget the Controller Position within the Accounting division was
replaced with the Assistant Finance Director position and re-allocated between Finance
Administration, Accounting and Purchasing divisions.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
The fiscal year 2022 budget includes $20,000 in Capital Outlay expenditures for the set up and
purchase of electronic budget book software.
166
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Moody’s Aaa Bond Rating
(maintained)Yes Yes Yes Yes Yes
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Budget Award Yes Yes Yes Yes Yes
Earn the GFOA Distinguished Budget Presentation Award.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Invest in Public Infrastructute, Facilities, and Fiscal Reserves
Maintain the City’s Overall Sustainable Financial Health.
Maintain the City’s Aaa Bond Rating.
Invest in Public Infrastructute, Facilities, and Fiscal Reserves
Accurate and Timely Financial Reporting.
167
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Quarterly Return on Investment
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
First Quarter 0.98%1.86%2.21%1.25%0.55%
Second Quarter 1.11%2.19%2.03%1.00%0.50%
Third Quarter 1.45%2.38%1.90%0.75%0.45%
Fourth Quarter 1.66%2.35%1.34%0.60%0.45%
Rolling Average Return on the Six Month U.S. Treasury Bill (prior 365 days)
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
First Quarter 0.87%1.87%2.32%1.25%0.55%
Second Quarter 1.07%2.15%2.11%1.00%0.50%
Third Quarter 1.33%2.33%1.76%0.75%0.45%
Fourth Quarter 1.59%2.39%1.21%0.60%0.45%
Amount Quarterly Return is higher (lower) than U.S. Treasury Bill
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
First Quarter 0.11%-0.01%-0.12%0.00%0.00%
Second Quarter 0.03%0.05%-0.08%0.00%0.00%
Third Quarter 0.12%0.05%0.13%0.00%0.00%
Fourth Quarter 0.07%-0.04%0.12%0.00%0.00%
Invest in Public Infrastructute, Facilities, and Fiscal Reserves
The City of Iowa City’s investment objectives are safety, liquidity
and yield. The primary objective of the City of Iowa City’s
investment activities is the preservation of capital and the
protection of investment principal.
In investing public funds, the City’s cash management portfolio is
designed with the objective of regularly exceeding the average
return on the six month U.S. Treasury Bill. The Treasury Bill is
considered a benchmark for riskless investment transactions and
therefore comprises a minimum standard for the portfolio’s rate of
return.
168
Activity: Finance Adminstration (310100)Fund: General (1000)
Division: Finance Adminstration Department: Finance
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Property Taxes 27,732,430$ 29,271,235$ 30,027,632$ 33,477,687$ 34,216,398$ 35,242,890$
Other City Taxes
Gas/Electric Excise Tax 339,362 334,206 346,392 325,266 328,824 328,824
Mobile Home Tax 30,345 29,208 26,205 29,210 26,210 26,210
Licenses And Permits
Food & Liq Licenses 110,097 126,534 95,346 126,530 95,350 95,350
General Use Permits 54,561 52,443 1,855 - 50,000 50,000
Use Of Money And Property
Interest Revenues 606,529 1,071,183 735,631 250,000 400,000 400,000
Intergovernmental
Property Tax Credits 759,455 766,733 762,196 967,048 785,080 785,080
Miscellaneous
Code Enforcement 219,925 238,738 268,142 50,000 268,140 268,140
Intra-City Charges 3,251,316 3,452,469 3,613,547 4,049,774 4,105,531 4,167,114
Other Misc Revenue 3,606 581 - - - -
Parking Fines 319,868 362,426 248,220 325,000 248,220 248,220
Other Financial Sources
Sale Of Assets - 10,253 15,017 - - -
Transfer In - Bus Type Funds 19,582 20,072 20,714 21,232 21,699 22,133
Total Revenues & Transfer In 33,447,075$ 35,736,080$ 36,160,896$ 39,621,747$ 40,545,452$ 41,633,961$
Expenditures:
Personnel 279,808$ 334,240$ 352,868$ 397,235$ 408,919$ 421,187$
Services 51,678 59,617 59,452 62,489 68,311 69,677
Supplies 5,667 28,609 29,825 26,800 29,300 29,886
Capital Outlay 14,945 - 8,500 6,000 20,000 6,000
Total Expenditures 352,098$ 422,465$ 450,645$ 492,524$ 526,530$ 526,750$
Personnel Services - FTE 2018 2019 2020 2021 2022
Administrative Secretary 0.25 0.25 - - -
Assistant Finance Director - - - - 0.10
Risk & Finance Assistant - - 0.25 0.25 0.25
Budget & Compliance Officer 1.00 1.00 1.00 1.00 1.00
Internal Auditor/Budget Analyst - 0.75 0.75 0.75 0.75
Finance Director 0.90 0.90 0.90 0.90 0.90
Total Personnel 2.15 2.90 2.90 2.90 3.00
Capital Outlay 2021 2022
Time Clocks 6,000$ -$
Software - 20,000
Total Capital Outlay 6,000$ 20,000$
Activity Summary
169
Activity: Tort Liability (310630)Fund: General (1000)
Division: Finance Administration Department: Finance
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
Property Taxes 994,229$ 1,049,416$ 1,076,545$ 1,200,249$ 1,226,734$ 1,263,536$
Other City Taxes
Gas/Electric Excise Tax 12,168 11,984 12,420 11,663 11,791 11,791
Mobile Home Tax 1,088 1,047 940 1,050 940 940
Intergovernmental
Property Tax Credits 26,947 27,229 27,076 34,388 27,897 27,897
Miscellaneous
Intra-City Charges 7,544 2,735 - 8,000 5,000 5,000
Total Revenues 1,041,977$ 1,092,410$ 1,116,981$ 1,255,350$ 1,272,362$ 1,309,164$
Expenditures:
Personnel 133,638$ 140,247$ 146,673$ 151,384$ 154,475$ 159,109$
Services 805,735 827,453 814,819 863,773 915,557 933,868
Supplies 5,897 5,969 5,617 6,091 5,758 5,873
Total Expenditures 945,270$ 973,669$ 967,109$ 1,021,248$ 1,075,790$ 1,098,851$
Personnel Services - FTE 2018 2019 2020 2021 2022
Assistant City Attorney 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
Activity: Non-Operational Admin (310710)Fund: General (1000)
Division: Finance Administration Department: Finance
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Other City Taxes
Hotel/Motel Tax 107,617$ 168,832$ 122,494$ 84,415$ 122,494$ 122,494$
Utility Franchise Tax 317,254 313,470 287,157 313,470 287,160 287,160
Use Of Money And Property
Rents 7,200 7,800 7,200 7,800 7,200 7,200
Transfer-In - Employee Benefits 9,947,001 10,480,206 11,279,971 12,350,680 12,519,760 12,895,353
Total Revenues & Transfer In 10,379,072$ 10,970,307$ 11,696,822$ 12,756,365$ 12,936,614$ 13,312,207$
Expenditures:
Services 2,681$ 2,784$ 14,226$ 282,784$ 2,226$ 2,271$
General Fund Contingency - - - 617,000 629,000 637,500
Total Expenditures 2,681$ 2,784$ 14,226$ 899,784$ 631,226$ 639,771$
Activity Summary
Activity Summary
170
Activity: Disaster Assistance (310720/310730)Fund: General (1000)
Division: Finance Administration Department: Finance
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ 38,339$ -$ -$ -$
Total Revenues -$ -$ 38,339$ -$ -$ -$
Expenditures:
Supplies -$ -$ 38,339$ -$ -$ -$
Total Expenditures -$ -$ 38,339$ -$ -$ -$
Activity: Emergency Fund (310712)Fund: General (1010)
Division: Finance Administration Department: Finance
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 236,897$ 450,000$ 500,000$ -$ -$ -$
Total Revenues 236,897$ 450,000$ 500,000$ -$ -$ -$
Expenditures:
Services 1,039$ 1,481$ 46$ -$ -$ -$
Capital Outlay 235,858 341,522 329,251 - - -
Total Expenditures 236,897$ 343,003$ 329,297$ -$ -$ -$
Activity Summary
Activity Summary
171
ACCOUNTING
The Accounting Division provides processing and reporting of all financial transactions for the City
of Iowa City. The Division also provides financial controls for departments to help ensure proper
stewardship of public funds. Accounting provides services that support management decisions
through timely and accurate processing and reporting of payroll, accounts payable, accounts
receivable, and cash transactions.
The Division processes payments for goods and services and pays all vendors timely and
accurately, taking advantage of any discounts offered, and processes and distributes payroll for
all City employees accurately and timely. Accounting files quarterly and annual payroll tax returns,
receives unmodified opinions on the City’s annual audited financial statements and compliance
with requirements described in Title 2 of the U.S. Code of Federal Regulations Part 200, Uniform
Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards
(Uniform Guidance), and prepares a Comprehensive Annual Financial Report in conformance with
GAAP that meets the requirements of the GFOA excellence in financial reporting program. The
Division also requests funds for City programs funded by Federal and State grants on a monthly
basis and monitors these funds to ensure compliance with applicable laws and guidelines.
HIGHLIGHTS
Recent Accomplishments:
• The City’s Comprehensive Annual
Financial Report (CAFR) for fiscal year
2019 earned the Government Finance
Officers Association (GFOA) Certificate
of Achievement for Excellence in
Financial Reporting for the 34th
consecutive year. The Certificate is the
highest form of recognition for
excellence in state and local financial
reporting
Upcoming Challenges:
• Implementation of the new
Governmental Accounting Standards
Board (GASB) Statement No. 87,
Leases
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 7.00 7.00 6.45
172
Staffing Level Change Summary:
In the fiscal year 2022 budget the 1.0 FTE Controller position was replaced with the Assistant
Finance Director position and re-allocated between Accounting, Finance Administration and
Purchasing divisions.
Additionally, the 1.0 FTE Assistant Controller position was replaced with the Accounting
Coordinator position at 1.0 FTE in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
Personnel expenditures decreased by 8.1% in the fiscal year 2022 budget due to the staffing
level changes listed above.
173
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020
Target
FY 2021
Projected
FY 2022
Estimate
CAFR Certificate Yes Yes Yes Yes Yes
Audited Financial Statements FY 2018 FY 2019 FY 2020
Target
FY 2021
Projected
FY 2022
Estimate
Auditor's Opinion on Financial
Statements Unmodified Unmodified Unmodified Unmodified Unmodified
Internal Control Deficiencies FY 2018 FY 2019 FY 2020
Target
FY 2021
Projected
FY 2022
Estimate
Significant Deficiencies 0 0 0 0 0
Material Weaknesses 0 0 0 0 0
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
W-2s Delivered Electronically 678 744 897 990 1,050
Percentage of W-2s Delivered
Electronically 55.67%60.54%72.46%80.00%85.00%
Electronic Payments to Employees 20,676 20,511 20,470 20,650 20,890
Percentage of Payments Made
Electronically to Employees 90.41%89.80%90.40%91.00%92.00%
Electronic Payments to Vendors 3,600 5,395 5,560 6,000 7,000
Percentage of Payments Made
Electronically to Vendors 16.76%24.75%26.30%28.00%33.00%
Increase the number of transactions conducted electronically
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Accurate and timely financial reporting.
Earn the GFOA Certificate of Achievement for Excellence in
Financial Reporting, receive an Unqualified/Unmodified opinion on
Financial Statements from External Auditors and not have any
significant deficiencies or material weaknesses in internal control
Strengthen Community Engagement and Intergovernmental
Relations
Improve customer service through expanded receipt/delivery
options
174
Activity: Accounting (310200)Fund: General (1000)
Division: Accounting Department: Finance
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 797,764$ 707,255$ 780,372$ 833,081$ 771,483$ 794,624$
Intergovernmental
Local 28E Agreements - 29,150 29,879 30,450 31,050 31,050
Miscellaneous
Other Misc Revenue 6,430 7,506 6,591 7,510 6,590 6,590
Special Assessments 808 568 294 570 290 290
Total Revenues 805,002$ 744,479$ 817,136$ 871,611$ 809,413$ 832,554$
Expenditures:
Personnel 697,654$ 661,549$ 712,234$ 756,225$ 695,254$ 716,112$
Services 104,186 72,359 95,078 111,607 110,378 112,586
Supplies 3,162 10,572 9,824 3,779 3,781 3,857
Total Expenditures 805,002$ 744,479$ 817,136$ 871,611$ 809,413$ 832,554$
Personnel Services - FTE 2018 2019 2020 2021 2022
Account Clerk - Accounting 1.00 1.00 1.00 1.00 1.00
Accounting Coordinator - - - - 1.00
Sr Accountant - Payroll 1.00 1.00 1.00 1.00 1.00
Assistant Controller 1.00 1.00 1.00 1.00 -
Assistant Finance Director - - - - 0.45
Controller 1.00 1.00 1.00 1.00 -
Grant Accountant 0.60 - - - -
Sr Accountant - Accounting 2.00 2.00 2.00 2.00 2.00
Sr Accounts Payable Clerk 1.00 1.00 1.00 1.00 1.00
Total Personnel 7.60 7.00 7.00 7.00 6.45
Activity Summary
175
PURCHASING
The Purchasing Division provides quality service to City departments, protects the City’s legal
interests, and acts responsibly on behalf of the public by maintaining the integrity of the City’s
procurement system through the encouragement of open competition and the impartial and fair
treatment of vendors.
The Purchasing Division provides services to internal clients/staff and the general public in the
following areas:
• Develops and issues solicitations for the City’s procurement requirements for
commodities and services – including Request for Bids, Request for Proposals, and
Request for Quotes.
• Administers contracts for commodity and services.
• Assists with the procurement of office furniture, equipment, and supplies.
• Assists with the transfer and sale of City’s Surplus Equipment, Vehicles, etc.
• Administers City Procurement Card Program – Includes issuing cards, training internal
clients, answering procurement card questions, and assisting with problem resolution.
• Sorts and distributes incoming mail for the City’s departments and divisions.
HIGHLIGHTS
Recent Accomplishments:
• Developed and issued over 125
Solicitations including Request for Bids,
Request for Proposals and Request for
Quotes
• Started implementing online purchasing
and bidding software
• Replaced the Purchasing Agent position
with a Procurement Coordinator position
Upcoming Challenges:
• Increase participation of minority and
women business enterprises in the
City’s purchasing process
• Implement online purchasing and
bidding software
• New staff onboarding and training
• Review, editing and creation of policies,
procedures and templates
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 3.50 3.50 3.95
Staffing Level Change Summary:
In the fiscal year 2022 budget the Controller position within Accounting was replaced with an
Assistant Finance Director position and re-allocated between Purchasing, Accounting and
Finance Administration divisions. Additionally, the Purchasing Agent position was converted to
the Purchasing Coordinator position.
176
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
Personnel expenditures increased by 19.0% in the fiscal year 2022 budget due to part of the
Assistant Finance Director position being allocated to the division.
177
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Quantity of Solicitations and Dollar Value
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Request for Proposals 20 21 25 25 29
Request for Bids, Request for
Quotes, & Cooperatives 81 84 118 124 130
Other (Purchase Agreements, Sole
Source Purchases, Contract
Renewals, Change Orders,
Emergency Purchases, & Assisted
Purchases)
105 92 166 129 141
Dollar Value of Procurements*
(in millions)$5.7 $10.8 $11.9 $12.5 $13.2
Request for Bids, Request for Proposals, and Request for Quotes
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Average Number of Bids, Proposals
and Quotes Received (excluding
cooperative and sole source
agreements)
2.0 2.8 2.1 2.0 3.0
Strategic Plan Goal:
Department Goal:
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Advance Social Justice, Racial Equity, and Human Rights
To provide quality service to City departments, protect the City’s legal
interests, and act responsibly on behalf of the public by maintaining the
integrity of the City’s procurement system through the encouragement of
fair and open competition.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Invest in Public Infrastructure, Facilities, and Fiscal Reserves
To provide quality service to City departments, protect the City’s legal
interests, and act responsibly on behalf of the public by maintaining the
integrity of the City’s procurement system through the encouragement of
fair and open competition.
Provide assistance to City employees in the purchase of commodities and
services while ensuring inclusivity in the procurement process through fair
and open competition.
*amount does not include all City-Wide Contract Procurements
178
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Number of bids received by
MBE/WBE vendors Not Available 5 5 7 10
Number of bids awarded to
MBE/WBE vendors Not Available 2 2 2 3
Percentage of bids from MBE/WBE
vendors that were successful Not Available 40%40%29%30%
Provide assistance to City employees in the purchase of commodities and
services while ensuring inclusivity in the procurement process through fair
and open competition.
Request for Bids, Request for Proposals, and Request for Quotes received from Minority and Women Business
Enterprises
179
Activity: Purchasing (310300)Fund: General (1000)
Division: Purchasing Department: Finance
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 338,388$ 349,625$ 355,537$ 394,100$ 462,653$ 476,405$
Miscellaneous
Printed Materials - - 4 - -
Other Misc Revenue 9,039 10,137 9,254 10,140 9,250 9,250
Other Commissions 3,211 3,380 2,079 3,380 2,080 2,080
Other Financial Sources
Sale Of Assets - 922 197 - - -
Total Revenues 350,638$ 364,063$ 367,071$ 407,620$ 473,983$ 487,735$
Expenditures:
Personnel 328,309$ 337,312$ 294,708$ 359,041$ 427,260$ 440,078$
Services 21,034 24,258 66,313 47,979 46,280 47,206
Supplies 1,295 2,493 6,050 600 443 452
Total Expenditures 350,638$ 364,063$ 367,071$ 407,620$ 473,983$ 487,735$
Personnel Services - FTE 2018 2019 2020 2021 2022
Assistant Finance Director - - - - 0.45
Buyer I - Purchasing 1.00 1.00 1.00 1.00 1.00
Buyer II 1.00 1.00 1.00 1.00 1.00
Procurement Coordinator - - - - 1.00
Purchasing Agent 1.00 1.00 1.00 1.00 -
Purchasing Assistant - - - 0.50 0.50
Purchasing Clerk 0.50 0.50 0.50 - -
Total Personnel 3.50 3.50 3.50 3.50 3.95
Activity Summary
180
REVENUE
The Revenue Division is responsible for the customer service, billing, and collection procedures
for 26,754 City of Iowa City utility accounts and 200 Landfill accounts. The Division also records
and reconciles all City receipts and banking activity.
The Division strives to provide excellent customer service and timely and accurate billings to City
and Iowa City utility and landfill customers, minimize revenue written off as uncollectible, and
accurately record all customer receipts.
HIGHLIGHTS
Recent Accomplishments:
• Increased percentage of customers
on E-billing
• Increased percentage of customers
paying online and via the IVR system
Upcoming Challenges:
• Implement Tyler Notify for shutoff
notifications
• Implement electronic service orders
between Revenue and the Water
division
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 7.88 7.88 7.88
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
Supplies expenditures increased by 79.3% in the fiscal year 2022 budget primarily due to the
purchase of two stand-up desks.
181
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Active Accounts 26,160 26,414 26,726 27,000 27,300
Total Calls***N/A 23,364 20,272 23,300 23,300
Average Speed to Answer N/A 13 seconds 12 seconds 12 seconds 12 seconds
Web Start/Stop Service FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Customer Transactions 4,594 5,249 5,919 6,747 7,759
% Change 8.99%14.26%12.76%13.99%15.00%
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
% Utility Customers on Surepay***30.00%32.00%34.00%
% Utility Customers on Ebilling***35.00%37.00%39.00%
*New performance meaure FY2020
Payment Method FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Total Receipt Transactions 341,174 347,399 350,805 354,000 358,000
Web Transactions 107,582 110,891 116,914 120,360 123,510
IVR Transactions 4,681 4,889 5,596 6,372 7,160
% Web Transactions of Total
Transactions 31.53%31.92%33.33%34.00%34.50%
Change in Web Transactions (%)8.76%3.08%5.43%2.95%2.62%
% IVR Transcations of Total
Transactions 1.37%1.41%1.60%1.80%2.00%
Change in IVR Transactions (%)-1.80%4.44%14.46%13.87%12.37%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strengthen Community Engagement and Intergovernmental Relations
Improve customer service through expanded payment/service request
options.
Increase the number of transactions conducted online and by Intelligent
Voice Recognition system
***Note, converted to new phone system in November 2017. Phone stats are not available
for FY2018.
182
Activity: Revenue (310400)Fund: General (1000)
Division: Revenue Department: Finance
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,104,879$ 1,103,988$ 1,087,939$ 1,198,524$ 1,160,922$ 1,191,837$
Charges For Fees And Services
Water Charges 5,412 5,574 5,275 5,570 5,280 5,333
Intergovernmental
Local 28E Agreements - - 552 1,100 640 640
Miscellaneous
Contrib & Donations 2,417 10,041 10,542 10,000 12,000 12,000
Other Misc Revenue 248 96 1,278 130 1,200 1,200
Other Financial Sources
Sale Of Assets - 24 - - - -
Total Revenues 1,112,956$ 1,119,723$ 1,105,586$ 1,215,324$ 1,180,042$ 1,211,010$
Expenditures:
Personnel 681,773$ 703,389$ 703,736$ 760,795$ 736,721$ 758,823$
Services 425,148 409,704 395,941 448,419 432,365 441,012
Supplies 6,035 6,630 5,909 6,110 10,956 11,175
Total Expenditures 1,112,956$ 1,119,723$ 1,105,586$ 1,215,324$ 1,180,042$ 1,211,010$
Personnel Services - FTE 2018 2019 2020 2021 2022
Cashier - Revenue 1.38 1.38 1.38 1.38 1.38
Customer Service Rep - Revenue 4.00 4.00 4.00 4.00 4.00
Utility Billing Coordinator 1.00 1.00 1.00 1.00 1.00
Revenue & Risk Manager 0.50 0.50 0.50 0.50 0.50
Sr Accountant - Revenue 1.00 1.00 1.00 1.00 1.00
Total Personnel 7.88 7.88 7.88 7.88 7.88
Activity Summary
183
POLICE ADMINISTRATION
The Police Administration oversees the Department’s two operating divisions, Support Services
and Field Operations.
Support Services activities:
• Records
• Property & Evidence
• Training & Accreditation
• Crime Prevention
• Planning & Research
• Animal Services
• Community Relations
• Computer Operations
• Station Masters
• Community Outreach
• School Crossing Guards
Field Operations activities:
• Patrol
• Investigations
• Community Service Officers
HIGHLIGHTS
Recent Accomplishments:
• Completed front remodel including
an evidence processing area and a
soft interview room for victims of
traumatic events
Upcoming Challenges:
• A staffing study will need to be
completed in the coming years to
ensure PD has adequate number of
officers and proper deployment
• Increase training in bias
based policing, cultural competency
and use of force
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 2.00 2.00 2.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2022 budget.
184
Financial Highlights:
Supplies expenditures increased by 196.5% or $13,260 in the fiscal year 2022 primarily due to
the purchase of evidence industrial shelving and office furniture replacement.
185
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Maintain compliance of CALEA accreditation
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Yes Yes Yes Yes Yes
Universal Crime Reporting (UCR 1) Violent Crimes (includes murder, non-negligent
manslaughter, forcible rape, robbery, and aggravated assault)
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Iowa City 156 176 167 201 197
Average of Comparable Cities
in Iowa*228 240 282 285 286
Universal Crime Reporting (UCR 1) Property Crimes (includes burglary, larceny-theft, and
motor vehicle theft)
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Iowa City 1,767 1,518 1,252 1,656 1,643
Average of Comparable Cities
in Iowa*2,440 2,295 2,130 2,151 2,172
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strengthen Community Engagement and Intergovernmental
Relations, Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Commit to excellence in leadership, resource management,
service-delivery and improving our city and neighborhoods.
Maintain Commission on Accreditation for Law Enforcement
Agencies, Inc. (CALEA) accredited agency status compliance
each year.
**Average does not include Dubuque because FBI determined that the agency’s data were over-
reported, and consequently were not included in their tables
*Comparable Cities were Ames, Council Bluffs, Dubuque, Sioux City, and Waterloo
186
Activity: Police Administration (410100)Fund: General (1000)
Division: Police Administration Department: Police
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,112,830$ 574,814$ 600,921$ -$ 634,365$ 650,110$
Intergovernmental
Fed Intergovnt Revenue - - - 1,063,006 - -
Miscellaneous
Contrib & Donations 1,000 - - - - -
Other Misc Revenue 2,344 - 4,031 - 1,000 1,000
Total Revenues 1,116,173$ 574,814$ 604,952$ 1,063,006$ 635,365$ 651,110$
Expenditures:
Personnel 800,693$ 319,182$ 324,804$ 342,157$ 303,722$ 312,834$
Services 306,361 247,350 276,727 301,977 311,634 317,867
Supplies 9,120 8,282 3,420 6,749 20,009 20,409
Total Expenditures 1,116,173$ 574,814$ 604,952$ 650,883$ 635,365$ 651,110$
Personnel Services - FTE 2018 2019 2020 2021 2022
Computer Syst Analyst - Police 1.00 - - - -
CSO/Community Outreach 1.00 - - - -
Police Administrative Coordinator 1.00 1.00 1.00 1.00 1.00
Police Captain 1.00 - - - -
Police Chief 1.00 1.00 1.00 1.00 1.00
Police Sergeant 1.00 - - - -
Total Personnel 6.00 2.00 2.00 2.00 2.00
Activity Summary
187
SUPPORT SERVICES
The Support Services Division supports or provides services to Field Operations. The division
is commanded by a Captain and is organized into the following activities:
• Support Administration is responsible for the management and oversight of the Support
Services division.
• Records is responsible for the recording of information, the housing and maintenance of
departmental records, reproduction and forwarding of records or data, providing copies
of records to the public, and compiles statistics for the National Crime Reporting System.
• Property & Evidence maintains all property turned into the department. This includes
found property as well of property held for evidentiary purposes. Additionally, the
property section prepares evidentiary items for transport applicable lab facilities.
• Training & Accreditation is responsible for maintaining the mandated level of training for
members of the department as well as ensuring those personnel are trained in those
areas that are necessary for the efficient functioning of the department. Monitor general
orders to ensure they comply with accreditation standards.
• Planning & Research is responsible for the analyzing of statistical information compiled
by the Records Section in order to identify trends affecting the public so departmental
resources may best be deployed. This Sergeant is also responsible for dealing with
releasing information to the public and news media.
• Animal Services operates as a public safety/enforcement agency for the protection of the
public and animals of the City. The division also operates an animal center for stray and
abandoned animals.
• Systems Analyst is responsible for the Police information technology, CAD system
support, records integration and technology. This includes wireless solutions,
communication upgrades and day-to-day support of all police computer hardware and
software, both in the station and mobile applications.
• Station Masters are responsible for staffing the Police Department’s front desk on a 24
hour basis. They answer incoming phone calls from the public, release impounded
vehicles, enter and confirm arrest warrants and assist walk in traffic to the Department.
• Community Outreach works to establish and maintain relationships within the community
which foster positive communication and interactions between the police department and
the public. They engage in dialogue with under-represented groups within the community
to improve those relationships and educate community members on police procedures.
The unit consists of Community Relations Officer, Neighborhood Response Officer,
Downtown Liaison Officer and Community Outreach Assistant.
• School Crossing Guards staff assigned locations where children cross busy roadways
on their way to and from school.
188
HIGHLIGHTS
Recent Accomplishments: Upcoming Challenges:
•Reimagined the Community Outreach
Assistant position to increase social
media presence and increase
outreach to immigrant and refugee
communities
•Completed move of evidence storage
from a leased building to a city
building
•Implemented city bow hunt as part of
the deer reduction strategy
•Enhance analysis of data to identify
violent criminals and reduce crime
rate
•Building an annex to animal service
building to add storage and space for
dogs
•Increase civilian staff to shift
responsibility from uniformed patrol
response
•Current evidence storage location has
space limitations and environmental
problems
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 27.00 29.26 30.76
Staffing Level Change Summary:
In the fiscal year 2022 budget a 1.0 FTE Civilian Supervisor position was added and a 0.5 FTE
Community Outreach Assistant position was added. Additionally, a 1.0 FTE Police Sergeant
position was converted to a 1.0 FTE Police Officer position in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
Service expenditures increased by 9.75% in the fiscal year 2022 budget, primarily due to the
addition of Aid to Agencies payments to CommUnity to help sponsor a co-responder position
and to the Shelter House to sponsor a homeless outreach position.
Supplies expenditures increased by 14.7% in fiscal year 2022 primarily due to software
purchases.
189
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Community Outreach Events*1,218 916 394 842 842
Community Presentations*185 142 149 158 158
Public Education
Efforts on Rights*10 5 1 5 5
Community Partnerships Events*320 180 119 206 206
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strengthen Community Engagement and Intergovernmental
Relations, Foster Healthy Neighborhoods and Affordable Housing
Throughout the City, Advance Social Justice, Racial Equity, and
Human Rights
Enhance community relations and promote minority recruitment.
The Department will continue to participate in the Citizen's Police
Academy, Coffee with a Cop, National Night Out, Juneteenth
Celebration and other programs and events. Additionally, an
increase in neighborhood foot patrols and officers getting out of
their patrol vehicles to engage the community and build
relationships through non-enforcement interactions is specifically
designed to promote a positive connection between the
Department and the community. The Department hopes the
minority community will also gain a better understanding of a
police officer’s job.
Develop programs designed to promote interaction between
community members and officers. In this non-adversarial
environment officers and minority community members will be able
to interact and open up lines of communication. A better
understanding of the job will also enhance recruitment of minority
citizens.
* The intentional tracking of this information began in 2014 with the Diversity Implementation Form
(DIF). Definitions for the categories listed above were not finalized until mid-2015, making it difficult to
compare data from the previous year. Tabulaion of outreach events was re-assed for accuracy in late
2018 where it was found that events were being duplicated and misclassified throughout the reporting
process. Accuracy in tabulation has accounted for the drop in outreach events.
190
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Pets Micro-chipped 1,525 1,345 1,150 1,340 1,340
Licensed Pets 3,874 3,881 4,112 3,955 3,955
Increase the number of pets that are licensed and/or implanted
with a microchip. Pets with microchips and/or licensed are more
easily identified and returned to their owners. This decreased time
reduces the stress on both the pet and owner. This also increases
the amount of time that officers can spend patrolling and
addressing nuisance animals, which can affect the quality of life in
a neighborhood. Outsourcing licensing will be evaluated, as other
jurisdictions have found that privatization has increased
community participation.
Strengthen Community Engagement and Intergovernmental
Relations, Foster Healthy Neighborhoods and Affordable Housing
Increase the efficiency in which lost pets and owners are reunited.
191
Activity: Police Support Services (410200)Fund: General (1000)
Division: Police Support Services Department: Police
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,630,622$ 2,421,495$ 2,887,714$ 3,101,344$ 3,424,341$ 3,536,530$
Licenses And Permits
Misc Lic & Permits 28,480 43,734 52,089 35,000 40,000 40,000
Use Of Money And Property
Interest Revenues - 2,919 3,667 - - -
Intergovernmental
Local 28E Agreements 266,114 247,451 262,531 303,530 285,291 285,291
Charges For Fees And Services
Animal Care Services 10,775 14,922 13,484 14,920 13,480 13,480
Misc Charges For Svc 3,515 5,985 8,455 5,990 8,460 8,460
Miscellaneous
Animal Adoption 12,955 45,839 62,646 35,000 45,000 45,000
Code Enforcement 27 45 - - - -
Contrib & Donations 219,994 73,111 43,716 77,000 79,640 79,640
Misc Merchandise 9,464 6,255 3,837 6,250 3,840 3,840
Other Misc Revenue 43,803 21,883 10,813 21,250 11,144 11,144
Printed Materials 26,915 31,830 27,605 31,790 27,595 27,595
Other Financial Sources
Sale Of Assets - 7,089 - - - -
Total Revenues 2,252,663$ 2,922,558$ 3,376,557$ 3,632,074$ 3,938,790$ 4,050,980$
Expenditures:
Personnel 1,739,101$ 2,446,592$ 2,624,987$ 3,088,109$ 3,341,383$ 3,441,625$
Services 349,302 377,143 649,313 421,139 462,210 471,454
Supplies 121,504 98,822 82,167 117,826 135,197 137,901
Capital Outlay 42,757 - 20,091 5,000 - -
Total Expenditures 2,252,663$ 2,922,558$ 3,376,557$ 3,632,074$ 3,938,790$ 4,050,980$
Personnel Services - FTE 2018 2019 2020 2021 2022
Animal Care Technician 2.00 2.00 2.00 2.00 2.00
Animal Center Assistant 1.00 1.00 1.00 1.26 1.26
Animal Center Assistant II - - - 1.00 1.00
Animal Control Supervisor 1.00 1.00 - - -
Animal Control Coordinator - - 1.00 1.00 1.00
Animal Services Officer 2.00 2.00 2.00 2.00 2.00
Civilian Supervisor - - - - 1.00
Comm Serv Officer - Station Master 5.00 5.00 5.00 5.00 5.00
Comm Serv Officer - Community Outreach - 1.00 1.00 1.00 1.50
Comm Serv Officer - Evidence - 1.00 1.00 1.00 1.00
Comm Serv Officer - Property Room - 1.00 1.00 1.00 1.00
Comm Serv Officer - Support Services Asst - - 1.00 1.00 1.00
Computer Syst Analyst - Police - 1.00 1.00 1.00 1.00
Police Captain - 1.00 1.00 1.00 1.00
Police Officer 3.00 4.00 4.00 5.00 6.00
Police Records Technician 4.00 4.00 4.00 4.00 4.00
Police Sergeant 1.00 2.00 2.00 2.00 1.00
Total Personnel 19.00 26.00 27.00 29.26 30.76
Capital Outlay 2021 2022
Docking Station 5,000$ -$
Total Capital Outlay 5,000$ -$
Activity Summary
192
FIELD OPERATIONS
The Police Department’s Field Operations Division is organized into two sections: Patrol and
Investigations. The division is commanded by a Captain.
• Patrol: The Patrol section is the largest section in the department and is responsible for
handling calls for service from the public in addition to handling special assignments and
self-initiated activities. Officers are responsible for the protection of life and property, and
help maintain peace, order, and safety for all. The patrol section is divided into three
watches (shifts) providing 24-hour service. Each watch is under the supervision of a
Lieutenant and two Sergeants. In addition to the traditional patrol units, the patrol section
also has two canine units, bicycle officers, Community Service Officers (CSOs), a
Special Response Team (SRT), a Crisis Negotiation Team (CNT) and provides Crime
Scene Technicians (CST) for the processing of crime scenes and Technical Accident
Investigators (TI) to investigate vehicle crashes.
• Investigations: The Investigations section is responsible for the investigation of criminal
activity beyond that which is conducted by the patrol section. The Investigations section
is headed by a Lieutenant and two Sergeants. The Investigations section has
investigators assigned to the Johnson County Drug Task Force, Domestic Abuse, and a
Street Crimes Unit, in addition to general crime investigators.
• Forfeitures: Criminal forfeiture is an action brought as a part of the criminal prosecution
of a defendant and requires that the government indict (charge) the property used or
derived from the crime along with the defendant. The money or items that are forfeited
can only be used by law enforcement for law enforcement equipment or law
enforcement related activities. The money or items cannot be used to supplant a budget
or budgeted item. Forfeiture is governed by State of Iowa Code chapter 809 in addition
to federal guidelines.
HIGHLIGHTS
Recent Accomplishments: Upcoming Challenges:
• Several convictions from a multi-
agency human trafficking investigation
• Five charged in the murder of a 22-
year-old Iowa City man
• Implemented a new crime mapping
system to investigate vehicle
collisions and crime scenes
• Maintaining officer’s mental and
physical wellness
• Increasing positive engagement with
BIPOC communities
• Accelerate and improve community
policing efforts
• Continue efforts to decrease
disproportionality in police contacts
193
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 78.00 78.00 78.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
The fiscal year 2022 includes Capital Outlay expenditures of $29,000 for the replacement of
tasers and $280,00 for the replacement of marked patrol and unmarked vehicles. To achieve
objectives set forth in the City’s Climate Action Plan, hybrid/electric vehicles will be purchased
when applicable.
194
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
OWI Arrests 592 602 591 595 595
Traffic Stops 12,861 12,572 14,482 13,305 13,256
Traffic Accidents and Average Damage
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Accidents*2,567 2,509 2,076 2,384 2,384
Average Damage, Reportable
Accident*$5,644 $5,082 $3,650 4,792 4,792
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Bar Checks Performed 779 608 810 732 732
Compliance Checks 67 49 16 16 37
Response Time: Loud Party Complaints (in minutes)
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Call to Dispatch 5:33 5:49 6:49 5:77 5:77
Dispatch to On Scene 3:50 5:02 4:49 4:37 4:34
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Traffic crash reduction.
Address the impact of underage drinking on downtown and near
downtown neighborhoods.
Increase OWI and traffic enforcement.
Continue alcohol compliance checks, bar checks, and directed
party patrols, reduce response time to loud party calls.
* Iowa City Police Officers respond to all calls for traffic accidents. Average damage is collected only for
reportable accidents; reportable accidents include those causing personal injury or property damage over
$1,500.
195
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Total # of Charges 4,747 4,614 5,214 4,858 4,858
Total # of Charges - White 3,006 2,966 3,544 3,172 3,172
Total # of Charges - Black 1,624 1,543 1,524 1,564 1,564
Total # of Charges - Asian 67 72 91 77 96
Total # of Charges - Am. Indian 6 10 22 13 13
Total # of Charges - Unknown 44 23 33 33 33
The Police Department strives to provide services to
members of the community in a manner which is fair and
equitable. This includes the manner in which it enforces the
law and makes arrests. The Department will reduce its
disproportionality in arrests through officer education and
training, in conjunction with supervisory coaching and
monitoring.
Identify and implement an achievable goal to reduce
disproportionality in arrests.
Advance Social Justice, Racial Equity, and Human Rights
196
Activity: Police Field Operations (410300)Fund: General (1000)
Division: Police Field Operations Department: Police
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 9,354,810$ 9,189,059$ 9,459,029$ 10,889,560$ 10,712,093$ 10,985,871$
Other City Taxes
Hotel/Motel Tax 445,588 538,173 480,876 269,085 480,875 480,875
Use Of Money And Property
Interest Revenues 585 1,462 1,736 - - -
Intergovernmental
Fed Intergovnt Rev 69,606 497,107 342,168 255,439 246,158 246,158
Other State Grants 199,893 5,742 4,725 825 825 825
Charges For Fees And Services
Fire Services 4,140 6,360 6,180 6,360 6,180 6,180
Police Services 127,496 149,766 188,901 30,000 98,710 98,710
Miscellaneous
Code Enforcement 591 89 164 - 160 160
Other Misc Revenue 6,213 10,349 2,761 2,000 1,000 1,000
Contrib & Donations 173,100 131,070 5,450 - - -
Other Financial Sources
Sale Of Assets 58,688 46,606 29,572 40,900 61,000 61,000
Total Revenues 10,440,709$ 10,575,784$ 10,521,560$ 11,494,169$ 11,607,001$ 11,880,779$
Expenditures:
Personnel 9,175,749$ 9,394,737$ 9,525,587$ 10,074,642$ 10,351,565$ 10,662,111$
Services 591,061 748,019 625,631 629,640 630,500 643,110
Supplies 226,305 221,419 167,677 250,203 221,135 225,558
Capital Outlay 447,594 211,609 202,665 539,684 403,801 350,000
Total Expenditures 10,440,709$ 10,575,784$ 10,521,560$ 11,494,169$ 11,607,001$ 11,880,779$
Personnel Services - FTE 2018 2019 2020 2021 2022
Comm Serv Officer - Evidence 1.00 - - - -
Community Service Officer 4.00 3.00 2.00 2.00 2.00
Police Captain 1.00 1.00 1.00 1.00 1.00
Police Lieutenant 4.00 4.00 4.00 4.00 4.00
Police Officer 63.00 63.00 63.00 63.00 62.00
Police Sergeant 7.00 8.00 8.00 8.00 8.00
Victim Services Specialist - - - - 1.00
Total Personnel 80.00 79.00 78.00 78.00 78.00
Capital Outlay 2021 2022
Automobiles 314,002$ 280,000$
Tasers 63,000 29,000
Downtown Ped Mall Security Cameras 92,682 -
Software 15,000 -
Vehicle Equipment 5,000 3,000
Other Operating Equipment 50,000 91,801
Total Capital Outlay 539,684$ 403,801$
Activity Summary
197
FIRE ADMINISTRATION
The Fire Administration division is under the direction of the Fire Chief. The Fire Chief is
responsible for all department activities as set out by federal and state laws, and City of Iowa
City ordinances. The Deputy Fire Chief is the second in command and is responsible for
operational oversight, homeland security initiatives, fire service accreditation, large purchases,
maintenance of buildings and grounds, and other special projects. The three battalion chiefs
have assigned administrative duties to include the health & safety oversight, uniform
procurement, annual physicals and immunizations. Fire administration also manages the
weather alert sirens and the City of Iowa City Command Post budget.
The Iowa City Fire Department strives to accomplish the goals and objectives that flow from the
City of Iowa City Strategic Plan and the Iowa City Fire Department Strategic Plan. Both are
community driven documents. The Iowa City Fire Department was accredited by the
Commission on Fire Accreditation International (CFAI) in August of 2008. The department was
reaccredited in 2013 and again in 2018. The maintenance of fire service accreditation requires
a rigorous commitment to continuous quality improvement.
The budget for Fire Administration governs the acquisition, maintenance, and empowerment of
all resources not otherwise associated with Emergency Operations, Fire Prevention, or Fire
Training. The budget includes oversight of fixed facilities as well as the furnishings and
resources that enable emergency operations personnel to be fit and ready to respond 24/7. The
majority of the Administration budget goes towards routine maintenance and upkeep of the fire
stations, the furnishings and equipment for not only routine business but also the equipment and
resources related to the Iowa City Fire Department wellness/fitness initiative.
HIGHLIGHTS
• In 2018 and 2019, the ICFD instituted implicit bias training using peer facilitators to guide
challenging and productive discussions about bias in public safety service provision.
Following the success of this initial effort, in 2020 the ICFD supported a program of
classes and discussions, exploring multiple dimensions of diversity, equity and inclusion
in our city and workplace. The initiative is novel and evolving, and will continue to be
member-driven.
• As a requirement of international accreditation, the ICFD prepared and submitted an
Annual Compliance Report which tracks agency progress on strategic recommendations
related to 2018’s successful re-accreditation effort. The ACR was reviewed by the
Commission on Fire Accreditation International, and the ICFD was unanimously
recommended to remain one of 236 internationally accredited fire departments.
• The ICFD continues to refine a relationship with the municipal data analytics company
mySidewalk. Work has continued to automate data analysis and modeling for use in
external and internal dashboards which represent a myriad of performance dimensions.
Data validation efforts between mySidewalk and the Deputy Fire Chief allowed the
product to be revealed to internal stakeholders in 2020.
198
• Assistance with data collection, analysis and modeling allows the organization to
continue the transition of the Deputy Fire Chief role from a historically administrative and
accreditation-focused position to include the duties of Operations Division oversight.
• In 2020, the ICFD was again designated a safety-certified department by the City of
Iowa City.
• Injury reduction continues to be an important part of the department’s improvement
process. The department has continued a substantial years-long downward trend in
injury and lost-day rates. This can be attributed to an enhanced health and safety
framework, as well as a robust wellness-fitness initiative.
• The Deputy Fire Chief remains a certified Accreditation Manager through the Center for
Public Safety Excellence.
• The Fire Chief and Deputy Fire Chief remain certified Peer Assessors for international
accreditation site-visit teams. Involvement in assessing other candidate agencies
enhances ICFD leadership’s perspective on international best practices.
• The ICFD has been a leader in the response to COVID-19 in Johnson County. Senior
staff have assisted with leadership of the community health response and helped serve
as architects of the city’s sustained response. Members at all levels have provided
courageous and exemplary service to the community.
Recent Accomplishments:
• Acquisition of commercial washing and
drying equipment to more adequately
remove toxins and carcinogens from PPE
following fires.
• Deputy Fire Chief graduated from the
2019 Community Leadership Program
(CLP).
• Created and instituted several general
policies and operational guidelines to
protect the City of Iowa City from the
pervasive effects of COVID-19. Iowa
City’s response protocols were
subsequently used as models throughout
the Midwest.
• Added washing and drying machines to all
stations to deal with biohazard issues
related to COVID-19 response.
Upcoming Challenges:
• Sustained response to COVID-19 has
significantly disrupted strategic planning,
accreditation and other administrative
efforts
• Both the department’s Strategic Plan and
Community Risk Assessment – Standard
of Cover will be reformed in the coming
months to guide the department’s
continuous quality improvement over the
next three years.
• Impending retirements will require a
greater focus on succession planning.
• LEED HVAC technologies require ongoing
updates which is having a negative impact
on the department’s budget.
• Station 1 facilities are aging and provide
insufficient space to support desired level
of operation.
199
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 3.00 3.00 3.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2022 budget.
Financial Highlights:
Capital Outlay expenditures includes approximately $54,000 in the fiscal year 2022
budget for weather alert sirens.
200
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Meet ACR requirements to maintain CFAI accredited agency status
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
ACR Submitted Yes *Yes Yes Yes
Number of reaccreditation report adopted recommendations implemented
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Strategic Recommendations (7)6 of 7 7 of 7 5 of 8 7 of 8 8 of 8
Specific Recommendations (9)9 of 9 9 of 9 8 of 15 10 of 15 13 of 15
Maintain ISO Class 2 rating
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Rating 2 2 2 2 2
Community Survey results of the percent rated positively
Subject FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Fire*N/A N/A N/A N/A N/A
*Community Survey conducted during FY 2017
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strengthen Community Engagement and Intergovernmental
Relations
Maintain Commission on Fire Accreditation International (CFAI)
accredited agency status by timely submission of Annual
Compliance Report (ACR).
Implement strategic and specific recommendations accepted from
2018 CFAI reaccreditation report.
*Reaccredited Year - No ACR Required
Maintain Insurance Services Office (ISO) Public Protection
Classification of 2.
201
Activity: Fire Administration (450100)Fund: General (1000)
Division: Fire Administration Department: Fire
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
Intergovernmental
Fed Intergovnt Rev -$ -$ -$ 722,576$ -$ -$
State 28E Agreements 1,538,421 1,600,044 1,643,190 1,643,190 1,643,190 1,643,190
Local 28E Agreements 32,186 32,186 32,498 32,818 34,343 34,343
Miscellaneous
Contrib & Donations - 400 - - - -
Other Financial Sources
Sale Of Assets 141 - - - - -
Total Revenues 1,570,748$ 1,632,630$ 1,675,688$ 2,398,584$ 1,677,533$ 1,677,533$
Expenditures:
Personnel 502,423$ 510,885$ 534,292$ 553,128$ 583,700$ 601,211$
Services 284,004 246,911 222,973 262,890 247,530 252,481
Supplies 74,341 61,704 77,281 89,103 79,607 81,199
Capital Outlay 71,904 54,648 66,648 53,928 53,928 50,000
Total Expenditures 932,672$ 874,148$ 901,195$ 959,049$ 964,765$ 984,891$
Personnel Services - FTE 2018 2019 2020 2021 2022
Battalion Chief 1.00 1.00 1.00 1.00 1.00
Deputy Fire Chief 1.00 1.00 1.00 1.00 1.00
Fire Chief 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Capital Outlay 2021 2022
Weather Alert Siren(s)53,928$ 53,928$
Total Capital Outlay 53,928$ 53,928$
Activity Summary
202
EMERGENCY OPERATIONS
The Fire Emergency Operations is under the direction of the Deputy Fire Chief. The division
works a three-shift system. Each duty shift is comprised of 24 hours and consists of one
Battalion Chief, one Captain, four Lieutenants, and 14 Firefighters. Minimum daily staffing for
the department is 16 emergency response personnel. This division is directly responsible for all
emergency incident response. Calls for service are divided into four categories: fire
suppression, emergency medical services, technical rescue, and hazardous materials.
• Fire Suppression: ICFD personnel mitigate various types of fires. They’re also required
to investigate false alarms. Firefighting activities typically require more resources
(personnel, equipment, etc.) than any other type of emergency. Fires have a greater
potential to harm people, property, and community than do other types of emergencies.
The department continually looks for ways to decrease response times to all
emergencies and to reduce the number and severity of fires.
• Emergency Medical Services: All ICFD personnel are certified to at least the Emergency
Medical Technician (EMT) level. The department does not transport patients, but rather
serves as EMS first responders. The Johnson County Ambulance Service provides ALS
care and transport service. Together, the ICFD and JCAS provide a tiered EMS
response system.
• Technical Rescue: Technical rescue incidents are those incidents that require highly
specialized knowledge, skills, tools, and techniques to safely mitigate the event. The
ICFD provides several technical rescue services: water and ice rescue, trench and
structural collapse rescue, vehicle and heavy machinery rescue, rope rescue, confined
space rescue, and large-area search. The Special Operations Response Team (SORT)
provides a core group of highly trained technicians that provide team training in addition
to regular company and shift level training on the various rescue disciplines.
• Hazardous Materials Response: The department continues to be active in haz-mat
response and takes a leading role with the Johnson County Hazardous Materials
Response Team (JCHMRT), which includes 15 ICFD personnel. The JCHMRT includes
up to 30 members who are trained and certified to the Hazmat Technician level.
HIGHLIGHTS
• The demand for emergency service continues to increase in Iowa City. In calendar year
2019, the ICFD responded to 7,430 emergency calls for service, representing the
busiest year in the department’s history. Those emergencies required the response of
fire companies 9,002 times – an increase from 2018 of 455 unit responses, and an
increase from 2017 of 743 unit responses.
• In calendar year 2019, fire personnel responded to 154 fires, resulting in just over $2
million in property damage. The pre-incident value of the affected property exceeded
$63 million, resulting in a total property saved value of $61 million. The largest single
fire loss in 2019 occurred on March 5th at 314 S. Clinton. The building under construction
sustained $1,025,000 in property and content loss.
203
• As of 10/15/2020, the ICFD has responded to 139 fires, with a total property loss
experience of $1.2 million.
• Rising service demands continue to provide the ICFD with protection and response
challenges. As recently as 2014, overlapping emergency incidents occurred 22 percent
of the time. By 2018, that number had risen to 62 percent of the time. For 2019 and
year-to-date in 2020, the number has fallen to just less than 50 percent. This is due to
emergency response demands trending away from clusters and toward a more
consistent experience throughout all hours of the day. Overlapping calls for service
negatively affect response reliability when a response vehicle is already committed.
Response times to the emergency are longer because a more distant unit must respond
to the emergency.
• In 2018, the ICFD signed automatic aid agreements with the Coralville and North Liberty
Fire Departments. All three departments have areas along municipal borders which
represent challenges to rapid response. This agreement allows the departments to
provide quick aid to one another in designated response areas where the ability to
assemble an effective response force is hindered. Since implementation, automatically-
dispatched cooperative resources proved to be of great utility to all communities and has
signaled a significant step-forward in regional collaboration.
Recent Accomplishments:
• Purchase of a new 2021 Pierce Enforcer
• Enhanced operational capabilities as a
result of the new training center
Upcoming Challenges:
• Replacement of TIC’s in 2023, 2024, 2025
• Replacement of all self-contained
breathing apparatus in fiscal year 2027
• Determine exhaust removal solutions for
all ICFD fire stations
• Staffing & deployment challenges: to-date
in 2020, the ICFD has critical response
deficiencies in 9 of 17 census tracts /
response management zones
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 59.00 59.00 59.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
204
Service Level Change Summary:
There are no service level changes in the fiscal year 2022 budget.
Financial Highlights:
Supplies expenditures decreased by 36.5% in the fiscal year 2022 budget primarily due
to carryforwards in the fiscal year 2021 budget for turnout gear.
205
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Total Calls and Percentage Overlapping
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Total Calls 6,799 7,022 7,430 6,800 7,500
Percentage Overlapping 42.2%62.4%46.1%60.0%62.0%
Emergent Fire Response (All)
Citywide Target CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
% Compliance 90%73%72%73%72%75%
In Minutes < 6:24 < 6:24 < 6:24 < 6:24 < 6:24 <6:24
EMS Response
Citywide Target CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
% Compliance 90%74%75%75%75%75%
In Minutes < 6:30 < 6:30 < 6:30 < 6:30 < 6:30 <6:30
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Building Fires 44 44 37 34 40
7 9 10 7 16
23 27 14 16 16
2 4 4 5 6
7 4 9 6 2
1 0 0 0 0
68%82%65%68%80%
* CY 2016 was the first year outliers were included in data set.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Arrive at incident location within six minutes of dispatch center
notification, 90% of the time.
Fires confined to object of origin
Fire Control
Confine fires to the room or object of origin for at least 40% of all
commercial and residential fires.
% Compliance
Fires confined to room of origin
Fires confined to floor of origin
Beyond the building of origin
Confined to building of origin
206
Activity: Fire Emergency Operations (450200)Fund: General (1000)
Division: Fire Emergency Operations Department: Fire
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 6,149,324$ 6,471,356$ 6,642,763$ 7,083,966$ 7,253,486$ 7,472,382$
Other City Taxes
Utility Franchise Tax 575,938 569,068 521,299 569,070 521,300 521,300
Charges For Fees And Services
Fire Services 3,000 2,700 2,700 2,700 2,700 2,700
Miscellaneous
Other Misc Revenue 9,686 10,164 13,983 10,160 13,980 13,980
Total Revenues 6,737,948$ 7,053,288$ 7,180,745$ 7,665,896$ 7,791,466$ 8,010,362$
Expenditures:
Personnel 6,364,666$ 6,616,797$ 6,814,149$ 7,160,587$ 7,326,647$ 7,546,446$
Services 299,564 324,418 329,760 351,823 357,295 364,441
Supplies 73,718 90,543 36,837 153,486 97,524 99,474
Capital Outlay - 21,529 - - 10,000 -
Total Expenditures 6,737,948$ 7,053,288$ 7,180,745$ 7,665,896$ 7,791,466$ 8,010,362$
Personnel Services - FTE 2018 2019 2020 2021 2022
Battalion Chief 2.00 2.00 2.00 2.00 2.00
Fire Captain 3.00 3.00 3.00 3.00 3.00
Fire Lieutenant 12.00 12.00 12.00 12.00 12.00
Firefighter 42.00 42.00 42.00 42.00 42.00
Total Personnel 59.00 59.00 59.00 59.00 59.00
Capital Outlay 2021 2022
Technical Rescue Search Camera -$ 10,000$
Total Capital Outlay -$ 10,000$
Activity Summary
207
FIRE PREVENTION
The Fire Prevention Bureau (FPB) continues to serve the citizens of Iowa City through fire code
enforcement, plans review, fire origin and cause determination, and public education programs.
The Fire Prevention Bureau is directed by a Battalion Chief assigned as Fire Marshal, who in-
turn reports to the Deputy Fire Chief. The Fire Marshal is directly responsible for organizing all
fire prevention activities, including fire/arson investigation, code enforcement inspections, plan
reviews, and public education. One firefighter from each shift serves as shift fire inspector, and
conducts inspections of liquor license establishments, schools, day care centers, churches, and
City buildings. Emergency operations personnel conduct fire safety inspections of all commercial
and University of Iowa buildings.
Multiple educational opportunities exist with each inspection: an opportunity to increase fire
safety awareness through explanation of a violation and associated hazard, firefighters can
become familiar with the building, and an opportunity to foster community relationships. The
continued growth of the city provides additional challenges and opportunities as the Fire Marshal
is the Authority Having Jurisdiction (AHJ) and any new buildings or businesses must be
inspected and approved by the AHJ before being occupied.
The wide range of activities provided by fire and life-safety educators include daycare/preschool
and school presentations, Kids Safety House visits, Safety Village, UI Resident Assistant Fire
Academy, senior safety tips for older adults, and crowd manager training for assembly
occupancy employees. Building on a long partnership with SAFE KIDS Johnson County, the
department has also trained additional personnel and designated Station 4 as a child safety seat
“FIT Station.” The program “Fired Up About Reading”, which focused on getting at-risk school
kids to read outside of school, continues to grow and prosper, and is still highly sought after by
various schools and classes. This program also provided the opportunity for these youth to
interact with public service individuals in a positive way.
Investigation of fires is an integral part of fire prevention. All reported fires are investigated by a
company officer and/or a member of the fire investigation team in an attempt to determine the
origin and cause. Information gathered during investigations is used to in planning efforts to
assess risk in the community and subsequently drive public education efforts. Fire investigation
team members have received specialized training and are required to complete continuing
education requirements on a regular basis.
208
HIGHLIGHTS
• As of September 30, 2020, the FPB has conducted 173 inspections. This number is less
than the same time last year due to the continuing pandemic.
• As of September 30, 2020, the FPB investigated 129 fire incidents to determine the origin
and cause of the fire. As in previous years, the kitchen remains the reported area of origin
for the majority of fires (34 fires) with unattended cooking accounted for the majority of
these fires.
Recent Accomplishments:
• The FPB has diligently worked on a virtual presentation for Fire Prevention Week
delivery to elementary schools
• The FPB has retained current shift inspectors/investigators to maintain institutional
knowledge
• The pandemic has changed communication pathways from in-person to virtual methods
like Zoom and Teams creating some efficiencies in meetings and training opportunities
while minimizing travel
• The Compliance Engine (TCE) continues to help maintain fire protection equipment
inspection reports and has raised compliance from 89% to 91% over the previous year
• Fire Marshal Greer has completed a two-year term as president of the Iowa Fire
Marshal’s Association. Firefighter Miller continues as a board member for the Hawkeye
State Fire Association
• Working with Communications and ITS, the FPB has developed a fire self-inspection for
City owned/occupied buildings
• Technicians have been able to continue car seat safety checks with both in-person and
virtual models through the pandemic
Upcoming Challenges:
• Continue to identify methods to balance inspection workload with the demands of
emergency response and training requirements while still meeting the requirements of
accreditation
• Develop a long-term plan regarding the configuration and staffing of the fire prevention
bureau to handle the increased workload of the Division along with succession planning
for the fire marshal position
• Identify programs currently available to provide fire and life-safety education to at-risk
demographics, neighborhoods, and schools and how to incorporate with an already
over-burdened workforce
• Explore opportunities for public/private partnerships to enhance the effectiveness of
community education programs
• Obtain training and education necessary to gain fire code and origin and cause
certifications for the Fire Marshal and associated personnel during the times of the
COVID pandemic
209
•Explore opportunities/methodologies to safely provide fire and life-safety education both
in-person, virtually, and through social media during these times of pandemic
•Continue to provide fire prevention initiatives with limited resources and personnel
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 1.00 1.00 1.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2022 budget.
Financial Highlights:
Services expenditures increased by 9.6% in the fiscal year 2022 budget primarily due to vehicle
repair and maintenance chargebacks.
210
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Training hours completed per individual (% achieved)
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
% Achieved % Achieved % Achieved % Achieved % Achieved
100%100%100%100%100%
87%100%98%100%100%
Certifications obtained
Safety Officer Goal CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Certified 33 33 33 32 31
In Process 0 0 0 0 0
Fire Officer Goal CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Certified 30 38 44 43 42
In Process 0 8 0 0 0
Haz Mat Tech Goal CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Certified 64 64 64 64 64
In Process 0 0 0 0 0
64
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Invest in Public Infrastructure, Facilities, and Fiscal Reserves,
Foster Healthy Neighhborhoods and Affordable Housing
Throughout the City
Train personnel to respond to emergencies, natural disasters,
hazardous materials events, and other such high risk events that
threaten the health and safety of the public.
Hours
Minimum (96)
Goal (160)
64
30
During CY 2019, one member on extended leave and unable to participate in training.
Provide a service to the community that is prepared to respond to
emergencies, natural diasters, catastrophic events, and other
events that threaten the health and safety of the public.
211
Activity: Fire Prevention (450300)Fund: General (1000)
Division: Fire Prevention Department: Fire
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 205,367$ 207,019$ 214,658$ 234,466$ 248,027$ 254,888$
Licenses And Permits
Misc Lic & Permits - 100 - - - -
Miscellaneous
Other Misc Revenue 120 300 - 300 - -
Total Revenues 205,487$ 207,419$ 214,658$ 234,766$ 248,027$ 254,888$
Expenditures:
Personnel 153,189$ 160,129$ 168,130$ 178,501$ 189,996$ 195,696$
Services 37,197 35,662 32,904 38,276 41,933 42,772
Supplies 15,101 11,627 13,624 17,989 16,098 16,420
Total Expenditures 205,487$ 207,419$ 214,658$ 234,766$ 248,027$ 254,888$
Personnel Services - FTE 2018 2019 2020 2021 2022
Battalion Chief 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
Activity Summary
212
FIRE TRAINING
The Fire Training Division is under the direction of the Battalion Chief in charge of training, who
in-turn reports to the Deputy Fire Chief. The Battalion Chief in charge of training is assisted by
a Lieutenant who serves as the Training Officer. Together they plan, develop, and coordinate in-
house training activities with the assistance of the Training Committee. This Division is directly
responsible for training in the areas of emergency medical services, technical rescue, fire
suppression, and hazardous materials.
HIGHLIGHTS
• Formal department raining classes for calendar year 2019 included: structural
firefighting, EMS, hazardous materials response, driver/operator, leadership/officer
development, auto extrication, high and low angle rope, confined space, emergency
building shoring, trench rescue and water/ice rescue.
• In calendar year 2019, ICFD members logged 12,252 hours of training for optimal
response. On average, each ICFD member received 211 hours of training.
• Each new firefighter hired to replace a retiring or departing member received 240 hours
of entry-level instruction in the ICFD recruit academy.
• The Training Division facilitated delivery of the Emergency Services Youth Camps.
These camps used familiarization with emergency response skills to teach character
development and civic pride, and to instill a greater appreciation for the rewards of public
service.
• The Training Division and Special Operations Division has developed a technical rescue
training environment in the southwest corner or the Mesquakie Park. This facility not
only benefits ICFD personnel but is also used by the Iowa Urban Search and Rescue
Task Force personnel and Iowa Canine Search and Rescue members.
Recent Accomplishments:
• The completion of the new Training Center located at 3892 Napoleon Lane. The
Training Center includes the following:
o 80’ x 80’ drive thru building that is shared with ICPD
o Four-story training tower (2048 sq. ft) with two interior burn rooms and roof top
platform that allows for high-angle rope training
o Inground water tank that allows for Driver/Operator pump training. This training
prop allows crews to conduct pump training while recycling water
• Hosted a five-day CMC Rope Rescue class at the new Training Center
• Hosted a two-day Federal Resources Propane IQ class at the new Training Center
213
Upcoming Challenges:
•The continued development of the Training Center. With future budget constraints and
travel restrictions related to outside training, the Training Division’s goal is to develop a
training facility that will meet all our primary training needs and be a resource for our
mutual aid partners
•COVID concerns continue to inhibit the ICFD’s ability to train in larger groups, to travel
for training opportunities, and to facilitate valuable training opportunities for mutual aid
partners
•Continue to develop a customizable search and rescue prop using affordable shipping
containers. In addition to providing an environment where zero-visibility, high-stress
search and rescue techniques can be sharpened, the shipping containers will provide a
platform upon which to build a roof-simulator to practice roof operations on both
residential and commercial buildings
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 1.00 1.00 1.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2022 budget.
Financial Highlights:
Supplies expenditures increased by 27.2% in the fiscal year 2022 budget due to budgeted
purchases for various supplies for the new training center.
Capital Outlay includes $7,100 in the fiscal year 2022 budget for shipping containers.
214
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Training hours completed per individual (% achieved)
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
% Achieved % Achieved % Achieved % Achieved % Achieved
100%100%100%100%100%
87%100%98%100%100%
Certifications obtained
Safety Officer Goal CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Certified 33 33 33 32 31
In Process 0 0 0 0 0
CY 2020/2021 decrease due to planned retirements.
Fire Officer Goal CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Certified 30 38 44 43 42
In Process 0 8**0 0 0
CY 2020/2021 decrease due to planned retirements.
Haz Mat Tech Goal CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Certified 64 64 64 64 64
In Process 0 0 0 0 0
64
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Invest in Public Infrastructure, Facilities, and Fiscal Reserves,
Foster Healthy Neighhborhoods and Affordable Housing
Throughout the City
Train personnel to respond to emergencies, natural disasters,
hazardous materials events, and other such high risk events that
threaten the health and safety of the public.
Hours
Minimum (96)
Goal (160)
64
30
During CY 2019, one member on extended leave and unable to participate in training.
Provide a service to the community that is prepared to respond to
emergencies, natural diasters, catastrophic events, and other
events that threaten the health and safety of the public.
215
Activity: Fire Training (450400)Fund: General (1000)
Division: Fire Training Department: Fire
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 154,118$ 157,201$ 180,412$ 189,073$ 190,061$ 197,985$
Charges For Fees And Services
Fire Services 492 - - - - -
Total Revenues 154,609$ 157,201$ 180,412$ 189,073$ 190,061$ 197,985$
Expenditures:
Personnel 122,780$ 125,201$ 135,617$ 134,539$ 136,462$ 140,556$
Services 25,790 29,859 22,825 34,569 35,099 35,801
Supplies 6,038 2,141 5,611 8,965 11,400 11,628
Capital Outlay - - 16,359 11,000 7,100 10,000
Total Expenditures 154,609$ 157,201$ 180,412$ 189,073$ 190,061$ 197,985$
Personnel Services - FTE 2018 2019 2020 2021 2022
Fire Lieutenant/Training 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
Capital Outlay 2021 2022
Shipping Containers 11,000$ 7,100$
Total Capital Outlay 11,000$ 7,100$
Activity Summary
216
PARKS & RECREATION ADMINISTRATION
Parks & Recreation Administration is responsible for the oversight and support of the
department’s operating divisions. The Division’s budget is organized into four activities:
Administration, Parkland Acquisition, Farmers Market, and Government Buildings.
Administration
Administration personnel include the Parks & Recreation Director and an Administrative
Secretary. The Government Buildings function includes the Facility Manager and four
maintenance staff.
Farmers’ Market
The Iowa City Farmers’ Market makes homegrown fruits, vegetables, homemade baked goods,
foodstuffs, handcrafts, and flowers available to the general public. The market season runs May
through October and is held on Wednesday evenings and Saturday mornings at the Chauncey
Swan parking facility. The 2020 season was held on-line due to COVID-19.
Government Buildings
Government Buildings staff provides routine custodial and maintenance services at City Hall,
Robert A. Lee Recreation Center, Mercer Aquatic Center, Scanlon Gymnasium, Senior Center
and other public buildings utilizing a combination of in-house and contracted approaches. Staff
provides daily cleaning and maintenance for the 64,445 square foot City Hall building, including
Police and Fire facilities which are in operation 24/7 and three splash pads and City Park Pool
during from Memorial Day through Labor Day. HVAC zones are also maintained daily for
optimal energy efficiency, productivity, and comfort.
HIGHLIGHTS
Recent Accomplishments:
• Farmers Market was successfully offered through and on-line order, contact free pick up
process throughout the entire 2020 season. Only food and farm products were sold.
• Park Renovation Projects completed at Willow Creek, City Park Playground, Wetherby,
Fairmeadows, Scott, and Napoleon Playground.
• Government Buildings staff altered operations and work environments throughout City
facilities in response to COVID-19.
• Recreation Centers, swimming pools and programs largely closed for first half of year
due to COVID-19. Staff provided emergency childcare and limited recreation services
during this time.
217
Upcoming Challenges:
• Finding a new normal and operating strategies as the community re-opens as COVID-19
progresses in the Community.
• Aging mechanical and filtration systems at all three swimming pools.
• Documenting and reporting facility operation metrics that support Climate Action Goals.
• Implementing Park Master Plan vision for Recreation Services. (STEAM, support
Climate Action Goals, teaching kids to swim, bicycle safely and participate in outdoor
recreation.
• Activating Riverfront Crossings Park and neighborhood parks throughout the City.
• Replacing ash trees lost to Emerald Ash Borer infestation. Addressing public policy and
education regarding tree removals and tree planting.
• Increasing Parks & Rec Foundation donations and participation
• Implementing Natural Areas Plan. Documenting changes supporting Climate Action
Goals.
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 7.00 7.00 7.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2022 budget.
Financial Highlights:
Services expenditures in the Parks and Recreation Administration budget increased by 14.38%
due to the addition of $15,000 to commission a public art project in the Riverfront Crossings
Park.
$15,000 was budgeted in Capital Outlay in Government Buildings to paint the EIFS at City Hall.
218
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Endowments CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Iowa City Parks and Recreation
Foundation $35,708 $88,591 $91,929 $95,422 $99,048
Community Foundation
of Johnson County*$108,753 $112,701 $141,469 $149,980 $15,530
Donations & Grant Funding FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Donations**$14,016 $25,179 $17,549 $45,044.63 $57,743
Grant Funding**$27,599 $37,500 $301,478 $165,591.67 $394,175
Total $41,615 $62,679 $319,027 $210,636.29 $451,918
Per capita calculation
(used 2010 US Census)$0.613 $0.923 $7.030 $3.104 $6.659
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Programs (in ActiveNet)1,685 1,672 1,447 965 1,200
Participants (Registered through
ActiveNet 10,182 10,024 8,766 5,844 9,600
Average Participants per Program 6 6 6 7 8
Enhance and expand program offerings to include all areas and
demographic segments.
Foster Healthy Neighborhoods and Affordable Housing Throughout
the City, Strengthen Community Engagement and
Intergovernmental Relations
Develop programs and events that support community engagement
and neighborhood development.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Monitor/utilize endowments, donations, and grant funding sources to
decrease reliance on general fund subsidies. (Strategic Goal:
Evaluate alternative revenue sources.)
Continue to work with the Iowa City Parks and Recreation
Foundation and Community Foundation of Johnson County, which
provides unique memorial opportunities and support of the Iowa City
Parks and Recreation Department. Continue to research and apply
for possible grant funding sources to benefit the Iowa City Parks
and Recreation Department.
* Community Foundation started in CY 2012
** Amounts include both General Fund and Capital Improvement Project Funds
219
Activity: Park and Rec Admin (510100)Fund: General (1000)
Division: Park and Rec Admin Department: Parks and Recreation
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 360,918$ 370,356$ 371,788$ 401,739$ 425,445$ 437,250$
Total Revenues 360,918$ 370,356$ 371,788$ 401,739$ 425,445$ 437,250$
Expenditures:
Personnel 267,514$ 277,308$ 284,855$ 317,085$ 329,596$ 339,484$
Services 91,307 87,570 79,036 81,354 93,049 94,910
Supplies 2,096 5,478 7,897 3,300 2,800 2,856
Total Expenditures 360,918$ 370,356$ 371,788$ 401,739$ 425,445$ 437,250$
Personnel Services - FTE 2018 2019 2020 2021 2022
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
Activity Summary
220
Activity: Farmers Market (510200)Fund: General (1000)
Division: Park and Rec Admin Department: Parks and Recreation
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ 17,279$ -$ -$ 136$
Use Of Money And Property
Rents 68,892$ 64,162$ 17,730$ 54,160$ 46,000$ 46,000$
Charges For Fees And Services
Misc Charges For Svc 2,274 2,114 668 2,110 2,942 2,942
Miscellaneous
Contrib & Donations 10,845 6,662 9,967 10,750 15,750 15,750
Misc Merchandise 3,823 1,959 2,035 2,500 2,500 2,500
Other Misc Revenue 1,200 - - - - -
Total Revenues 87,035$ 74,897$ 47,679$ 69,520$ 67,192$ 67,328$
Expenditures:
Personnel 13,570$ 15,895$ 13,707$ 23,418$ 26,462$ 27,256$
Services 28,885 35,056 31,624 36,810 36,644 37,377
Supplies 2,060 2,830 2,348 4,074 2,642 2,695
Total Expenditures 44,516$ 53,781$ 47,679$ 64,302$ 65,748$ 67,328$
Activity: Government Buildings (510300)Fund: General (1000)
Division: Park and Rec Admin Department: Parks and Recreation
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 704,364$ 706,626$ 743,448$ 750,708$ 795,816$ 801,897$
Use of Money And Property
Royalties & Commiss 1,543 1,597 1,359 1,600 1,360 1,360
Other Financial Sources
Sale Of Assets - - 48 - - -
Total Revenues 705,907$ 708,222$ 744,855$ 752,308$ 797,176$ 803,257$
Expenditures:
Personnel 334,866$ 352,076$ 370,991$ 382,543$ 407,784$ 420,017$
Services 345,575 330,213 335,589 337,786 343,648 350,521
Supplies 25,466 25,933 32,500 31,979 30,744 31,359
Capital Outlay - - 5,775 - 15,000 -
Total Expenditures 705,907$ 708,222$ 744,855$ 752,308$ 797,176$ 801,897$
Personnel Services - FTE 2018 2019 2020 2021 2022
Custodian - Govt Bldgs 2.00 2.00 2.00 2.00 2.00
M.W. I - Govt Bldgs 1.00 - - - -
M.W. II - Govt Bldgs 1.00 1.00 1.00 - -
Facilities Manager 1.00 1.00 1.00 1.00 1.00
Assistant Facilities Manager - - 1.00 1.00 1.00
Total Personnel 5.00 4.00 5.00 4.00 4.00
Capital Outlay 2021 2022
Facility Improvements -$ 15,000$
-$ 15,000$
Activity Summary
Activity Summary
221
RECREATION
The Recreation Division manages the operation of the City’s recreation facilities, programs and
special events. The City offers programming that includes neighborhood events, large scale
community events, sports, aquatics, social/arts/STEAM environmental educational and
enrichment programs for all ages and abilities. The Division is dedicated to providing outreach
to the community to ensure they have the ability to participate regularly in recreation pursuits.
The Division’s budget is the sum of nine areas: Recreation Administration, Recreation Center
Operations, Social/Cultural/Environmental Activities, Aquatics, Underserved Populations, Youth
Sports, Adult Sports, and Communications and Special Events.
Recreation Administration
Administrative personnel include the Recreation Superintendent. Administration provides
oversight and support for the other nine areas within the division. The Recreation
Superintendent directly supervises the customer service attendants at both Recreation Centers.
The Iowa City Recreation Division staffs two customer service counters during open hours of
operation at the Robert A. Lee Recreation Center and the Mercer Park Aquatic Center/Scanlon
Gym. Customer Service staff provides information and assistance to the public. Duties include
but are not limited to, answering phones, directing calls, registering patrons for activities, selling
passes, and taking meeting room and park shelter reservations. Customer Service Attendants
perform some general maintenance tasks such as cleaning and sanitization, hand out sports
equipment, and instruct and supervise patrons in the recreation centers.
Recreation Center Facilities
The Iowa City Recreation Division provides two recreational facilities. The Robert A. Lee
Community Recreation Center houses a variety of activity spaces including: a gymnasium,
fitness room, swimming pool, arts and crafts room, social hall, and potter’s studio. A kitchen and
meeting rooms are also available for public use. Open gym includes basketball, volleyball,
pickleball, and table tennis. Aside from scheduled programs, the fitness room and gymnasium
are available to the public at no cost. Roller-skating is offered at no fee on Saturday evenings
during the school year.
The Scanlon Gymnasium at the Mercer Park Aquatic Center provides a gymnasium, a game
room and multipurpose rooms. Scanlon Gymnasium offers rentals including gym rentals and
birthday party packages. With two full courts, the Scanlon Gym hosts many tournaments
(soccer, volleyball, basketball) that bring in many participants to Iowa City from across the state
and the Midwest. The Mercer/Scanlon facility also hosts elementary school nights, family fun
nights, tot time and other special events. The Grant Wood Gym is located at Grant Wood
elementary school. This gymnasium helps facilitate youth and adult sports as well as
underserved programming. There will be an enhanced focus on providing themed drop-in
opportunities throughout the school year that will develop a set of recreational skills centered
around that particular theme.
222
Social/Arts/STEAM/Environmental Activities
Social, arts, STEAM and environmental programs are provided throughout the year and are
available for all ages. Most arts programs are offered in 4 or 6-week sessions or in a workshop
format. STEAM (Science, Technology, Engineering, Art, Math) programming is offered through
classes, workshops, and maker space events. The potter’s studio and the Arts & Crafts room
are available year-round.
Special events, workshops, clinics, and community education includes Environmental
Education, trips, music performances, holiday events and no-school day activities. Outreach into
the neighborhoods continues to grow with programs such as Walk the Creek, Parties in the
Park, Playgrounds, Pop-Up Park Events, gardening/sustainability education and outdoor
recreation programs such as fishing and geocaching.
Summer camp offers nine weeks of swimming, crafts, roller skating, field trips, sports, and
elective camps. This indoor/outdoor camp consists of nine one-week sessions for children
completing grades K-6. The free drop-in playground program provides supervised activities in
several Iowa City park sites. This eight-week summer program is designed for children
completing grades K-6 and feature sports, nature awareness, games, and craft activities.
Aquatics
Aquatics programming offers a wide variety of swimming options for the community including
swim lessons, lap swimming, aqua fitness and an introduction to swim team competition. The
department maintains three facilities: City Park Pool, the Robert A. Lee Recreation Center Pool
and Mercer Park Aquatic Center. The pedestrian mall’s Weatherdance Fountain and three
splash pads at Wetherby, Fairmeadows and Tower Court are also available for the public.
The swim lesson program’s main goal is to provide quality, affordable and accessible swim
lessons to all citizens of Iowa City. Swim lessons are available for all skill levels and abilities;
ranging from parent/ toddler cooperative classes to adult swim lesson options. The department
strives to provide a portfolio of courses that are viable and accessible to all of Iowa City.
The Robert A. Lee Recreation Center Pool is the main facility used for youth swim lessons. A
traditional L-shaped pool with a 12-foot-deep end and 3-foot shallow end features 6 lap lanes
allowing for a diverse set of offerings.
Mercer Park Aquatic Center is divided into three sections separated by two moveable
bulkheads. The separation provides three programming areas; shallow for water walking, high
paced workouts, and private lessons, a middle section designated for lap swim, and the deep
end for swim teams and competitive use. Mercer Park also includes a hot tub and a small
outdoor wading pool.
Underserved Populations
Underserved Populations programs provide recreation experiences throughout the year for
persons with special needs or population groups who have been historically underserved.
Principal goals for the programs are to enhance independent leisure skills and lifestyles of
persons with disabilities in addition to addressing barriers to access of recreational activities.
223
Program areas promote skill development and offer educational activities, while maintaining
recreational values. Program offerings include sports and fitness, arts, music and movement,
independent living skills, special events, clubs and social activities.
Youth Sports
The Youth Sports program is designed to offer participants a variety of recreational sport
leagues and individual programs focused on developing skills and sportsmanship in a fun,
positive and encouraging atmosphere. The program is geared for recreation play so all
participants regardless of ability or knowledge of the sport have a positive experience. Program
offerings include traditional sports as well as non-traditional sports. Seasons are kept short in
order to prevent overlap allowing participants to register for multiple programs.
The Iowa City Parks and Recreation Department works cooperatively with other local sports
organizations to maximize the program opportunities and experiences. It also works with local
businesses to create team sponsorships in order to keep participant fees low.
Adult Recreation & Wellness
Adult recreation and wellness programs include men’s, women’s and co-recreational teams in
the sports of volleyball and basketball. Competitive and recreational divisions are established to
meet participant’s interests and skill levels. New adult sports leagues and tournaments are
being developed and the City will continue to partner with the Corridor Corporate Games. There
is an increased focus on branching away exclusively from sports and looking to develop
programming for a wider audience, including how-to skills workshops, developing and promoting
wellness opportunities, creating larger-scale adult recreation one-day events, increasing
neighborhood park visits through the facilitation of weekly small social Pop-Up Park events and
in creating bike safety and education clinics and events for youth.
Staff schedules the Department’s athletic fields including 19 baseball/softball fields and 23
soccer fields. Affiliate groups and outside user groups include: City High Baseball, Iowa City
Boys Baseball, Iowa City Girls Softball, Kickers Youth and Adult Soccer, RedZone Flag Football
League, Heritage Christian School, Little Hawks Baseball and Softball Clubs, Trojans Baseball
Club, Jaguars Softball Club, Barracudas Softball Club, Iowa Soccer League (Youth), Pearl City
Soccer League (Adult), Club Development Soccer League (Youth).
The Recreation Program Supervisor in this area also supervises garden plot rentals, contracts
for event facilities and concessions at Terry Trueblood Recreation Area, the processing of
special event permits, rentals of park shelters, and operations at the City’s two dog parks.
Communications & Special Events
The Communications & Special Events program area encompasses brand development and
external communication coordination including website and social media management, media
and public relations, digital design and advertising, brand management, and creative/technical
writing and editing.
This Recreation Program Supervisor also coordinates with other staff in an effort to enhance the
viability and quality of special events in their particular areas.
224
HIGHLIGHTS
Recent Accomplishments
•Staff successfully operated the COVID emergency camp for the children of City,
Johnson County, hospital and long-term care employees
•Aquatics swim lesson scholarship participation and awareness has increased. The
Division has secured additional outside funding to help with transportation costs and has
been increasingly successful in coordinating BASP participation
•Increased programming opportunities that align with the City’s initiatives and the
recreational goals of the Parks Master Plan
•The Root for Trees pilot program launched in October with significant interest from the
community
Upcoming Challenges
•Outreach and increased participation in programs and events
•Post-COVID will undoubtedly change operations of recreational facilities, what types of
programming we offer to the public and efforts to make everyone feel safe while
participating
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 14.50 14.50 14.50
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights
Personnel expenditures increased by 6.1% in fiscal year 2022 primarily due to the increase in
temporary employee wages from a $13.25 to a $15 minimum wage.
Capital Outlay includes $35,000 for a scissor lift and $31,500 for facility improvements in the
fiscal year 2022 budget.
225
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Recreation program cost recovery
Goal FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
40%38%41%30%25%40%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY2018 FY2019 FY2020 FY 2021
Projected
FY 2022
Estimate
209 213 273 273 289
4 4 4 4 5
3 0 0 4 5
Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Number of Demonstration
Gardens
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
To make the recreation programs as financially self-sufficent as
possible and reduce the reliance upon property taxes.
(Strategic Goal: Evaluate alternative revenue sources.)
Provide spaces for community and neighborhood gardens.
(Strategic Goal: Grow the local foods economy.)
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Set program fees to recover more of direct program costs in
order to rely less on general fund subsidies.
Number of Rented Garden
Plots
Number of Neighborhood
Garden Sites
Provide and promote gardening throughout the City.
FY2020 - Program cancellation and facility closures from mid-March through
end of FY. Hourly staff paid regular wages for COVID admin leave from
March 23 - May 17
FY2021 Projected - Assumes Mercer pool to be open for some level of
swimming access; assumes many programs to be canceled through at least
most of July-December
226
Activity: Recreation (520100)Fund: General (1000)
Division: Recreation Department: Parks and Recreation
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 2,059,493$ 1,908,059$ 2,073,577$ 2,778,171$ 2,769,621$ 2,856,201$
Other City Taxes
Hotel/Motel Tax 257,972 311,574 278,402 311,570 278,401 278,401
Use Of Money And Property
Rents 106,685 73,868 109,092 83,344 108,110 108,110
Royalties & Commiss 7,429 6,337 5,401 6,330 5,400 5,400
Intergovernmental
Other State Grants 11,589 - - - - -
Local 28E Agreements 101,954 95,560 97,395 95,560 97,400 97,400
Charges For Fees And Services
Culture & Recreation 584,845 572,367 312,305 419,328 536,316 536,316
Transit Fees 955 - (50) - - -
Miscellaneous
Contrib & Donations 5,635 3,980 6,064 3,100 3,100 3,100
Misc Merchandise 3,198 1,666 2,126 7,210 7,820 7,820
Other Misc Revenue 1,697 8,800 12,087 10,000 10,000 10,000
Other Financial Sources
Sale Of Assets 2,139 4,062 839 - - -
Total Revenues 3,143,589$ 2,986,271$ 2,897,238$ 3,714,613$ 3,816,168$ 3,902,748$
Expenditures:
Personnel 2,186,688$ 2,102,290$ 2,139,024$ 2,646,169$ 2,808,630$ 2,892,889$
Services 640,794 626,683 573,431 672,157 651,684 664,718
Supplies 241,435 234,495 171,957 305,087 289,354 295,141
Capital Outlay 74,672 22,803 12,826 91,200 66,500 50,000
Total Expenditures 3,143,589$ 2,986,271$ 2,897,238$ 3,714,613$ 3,816,168$ 3,902,748$
Personnel Services - FTE 2018 2019 2020 2021 2022
Office Coord - Recreation 1.00 - - - -
Recreation Supt 1.00 1.00 1.00 1.00 1.00
Assistant Recreation Supt - - - 1.00 1.00
Custodian - Govt Buildings 3.75 3.00 3.50 3.50 3.50
M.W. I - Pools - 1.00 1.00 1.00 1.00
M.W. II - Pools 1.00 1.00 1.00 1.00 1.00
M.W. III - Govt Bldgs 1.00 1.00 1.00 1.00 1.00
Recreation Assistant - - - 1.00 1.00
Aquatics Assistant 1.00 1.00 1.00 - -
Rec Program Supervisor 6.00 6.00 6.00 5.00 5.00
Total Personnel 14.75 14.00 14.50 14.50 14.50
Capital Outlay 2021 2022
Facility Improvements 76,000$ 31,500$
Scissor Lift - 35,000
Park & Rec Equipment 3,200 -
Vacuum 12,000 -
Total Capital Outlay 91,200$ 66,500$
Activity Summary
227
PARK MAINTENANCE
The Park Maintenance division budget is organized into three activities: Administration,
Operations, and Forestry. The Park Maintenance Administration’s management area includes 57
designated parks which include 54 picnic shelters, 150+ pieces of playground equipment, 22
restroom facilities, 2 dog parks and 3 splash/spray pad facilities. The Park Maintenance
Operations activity manages a total of 1,800+ acres land, which consists of 1600+ acres of
parkland, open/green space and 200+ acres of City-owned non-parkland. The Forestry activity
manages 50,000+ ROW and parkland trees encompassing the City’s expanding urban forest,
which includes Emerald Ash Borer (EAB) susceptible ash trees. The entire Division manages
60+ miles of trails by mowing, clearing snow and pruning vegetation.
Park Maintenance Administration
Administrative personnel provide oversight, planning, and management of the division.
Park Maintenance Operations
Daily staff responsibilities include visiting all designated parks, cleaning and securing restroom
and shelter facilities and providing for trash removal.
• Park Shelters: Staff prepares and maintains shelters for 1,300+ rented events a year.
Staff is responsible for continual cleaning, maintenance and repair, which includes siding,
roofing, plumbing, windows and doors, painting, electrical and concrete work, and
construction of new shelters and additions.
• Playgrounds: Staff is responsible for installation of new play equipment, inspection and
repairs of the existing 150+ pieces of playground equipment and play surfaces to meet
industry safety standards.
• Mowing: Scheduled mowing in the 1800+ acres of land managed include residential-style
turf, prairies and 200+ acres of non-parkland along highways, water retention areas and
ROWs.
• Snow and ice removal: Snow removal and winter maintenance of access roads, parking
areas, bridges, 60+ miles of trails and sidewalks, and ice-skating areas.
• Park Fixtures: Fixtures such as picnic tables (375), drinking fountains (50+), dog waste
containers (50+), and recycling and refuse containers are inspected and repaired as
needed by staff.
• Natural Areas: Activities to manage, enhance, and protect City-owned woodlands,
wetlands and prairie areas including controlled burns and new plantings. This activity is
managed in congruence with the Natural Area Master Plan.
• Athletic Facilities: Athletic facilities staff manages softball and baseball fields, soccer
fields, flag football fields and a cross country course. Staff is responsible for 19 competition
level ball fields, 24 competitive soccer fields, 5 general purpose/multi use sport fields and
a cross country course. Ballfields are prepped daily for practices and games from April
through October. Soccer fields are re-seeded, re-lined, moved to spread spot ware
throughout the season.
228
•Horticulture: Horticulture staff provides design, installation and maintenance of planter
beds and islands in parks, City Plaza (Pedestrian Mall), City Hall and all city owned areas
with landscaping. Horticulture staff manages approximately 125,000 square feet of
landscaping in ROWs, gateways and traffic islands throughout the city. Horticulture staff
also assists with the installation and maintenance of natural areas.
Forestry
Forestry staff provides routine arboricultural services such as inspecting, pruning, removing and
planting trees located in the city rights-of-way, city parks and city-owned properties. Forestry staff
responds to emergency storm damage of public and private trees when public facilities or services
are impacted. Forestry staff issues and inspects contracts for tree and stump removal and tree
planting. Forestry staff regularly advises Engineering and Housing Inspection Services staff
regarding tree protection during construction and/or demolition projects, species selection for
building permits and zoning requests. Staff contracted or completed internally: pruning of 1,500
trees, removal of 365 trees, treatment of 117 ash trees, planting of 450 trees and 1,200 tree
seedlings.
HIGHLIGHTS
Recent Accomplishments:
•City Park playground project
•Wetherby Park playground, shelter, restroom and trail projects
•Scott, Fairmeadows and Napoleon playground projects
•Willow Creek playground, shelter, and restroom project
•Prairie establishment project: 28 Acres in 2019; 78 acers in 2020.
•4 Consecutive REAP Grant awards totaling almost $700,000
•Iowa Ave median planting project
•STMA Environmental Management Certification of Napoleon Softball Complex
•Derecho storm prompt response to tree damage
Upcoming Challenges:
•Emerald Ash Borer Infestation
•Derecho damage inspection and pruning
•Expanding park system and amenities
•Additional public use of outdoor facilities and spaces during pandemic.
•Expanding City boundaries with additional ROW tree planting, pruning and removals
•Climate Change - Trend toward extreme weather events
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 21.00 23.00 23.00
229
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
Park Maintenance Operations Capital Outlay expenditures decreased by 54.1% in the fiscal
year 2022 budget primarily due to a large mulcher equipment purchase and natural area
management project carryforwards included in the fiscal year 2021 budget.
Capital Outlay in Forestry includes $10,000 for a water wagon and $55,000 for a one-ton truck
in the fiscal year 2022 budget.
230
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Acres of Developed Parkland 1,538 1,540 1,540 1,540 1,540
Acres of Undeveloped Parkland 200 210 218 218 218
Total Acres of Parkland 1,738 1,750 1,758 1,758 1,758
Total Acres per 1,000 Population
(used 2010 US Census)25.61 25.79 25.91 25.91 25.91
Total Non-Parkland*220 220 221 221 221
Community Survey results of the percent rated positively
Subject FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
City Parks N/A N/A N/A N/A N/A
Open Space N/A N/A N/A N/A N/A
Participation - Visited a City Park N/A N/A N/A N/A N/A
*Community Survey conducted during FY 2013 and FY 2017; some new measures added in FY 2017
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Develop and enhance Parkland areas and open spaces to exceed
existing and future needs of Iowa City patrons.
(Strategic Goal: Substantially improve access and use of public
spaces.)
*Non-Parkland consists of highway ROWs, medians/islands and areas unmaintained by other divisions.
FY2014 is the first year these areas were identified as an extra coverage absorbed by Parks.
Utilize public engagement through neighborhood meetings,
outreach and social media to gather input for the purposes of
planning, education and volunteerism. Review and update the
master plan every five years to reflect current and future needs of
the community.
231
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Park Maintenance Operating Expenses per Acre (Total Acres of Parkland)
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Operating Expenses $3,388,566 $3,710,152 $3,779,076 $3,779,076 $3,779,076
Per Capita
(used 2010 US Census)$49.93 $54.67 $55.69 $55.69 $55.69
Per Acre Cost $1,731 $1,883 $1,910 $1,910 $1,910
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Trees planted in City ROWs.
CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Trees planted 162 400 400 400 400
Create effective sustainable methods of operating and maintaining
facilities that accurately distribute the costs, benefits and current
level of service to the public.
(Strategic Goal: Evaluate alternative revenue sources.)
Demonstrate Leadership in Climate Action
Invest in Public Infrastructure, Facilities, and Fiscal Reserves,
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Increase the number of trees planted in City ROWs.
Develop and enhance Parkland areas and open spaces to
exceed existing and future needs of Iowa City patrons.
Increase the City's tree canopy coverage.
*Starting FY2014 calculation includes non-parkland acres, which more accurately reflects cost per acre.
Efficiently and equitably manage Parkland areas, open spaces and
facilities utilizing sustainable techniques.
232
Activity: Park Maintenance Administration (530100)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 161,393$ 220,660$ 276,291$ 296,130$ 250,648$ 257,742$
Other Financial Sources
Sale Of Assets 4 - - - - -
Total Revenues 161,393$ 220,660$ 276,291$ 296,130$ 250,648$ 257,742$
Expenditures:
Personnel 121,671$ 174,626$ 230,750$ 251,094$ 208,144$ 214,388$
Services 32,018 40,212 41,745 43,125 40,054 40,855
Supplies 7,709 5,822 3,796 1,911 2,450 2,499
Total Expenditures 161,397$ 220,660$ 276,291$ 296,130$ 250,648$ 257,742$
Personnel Services - FTE 2018 2019 2020 2021 2022
Asst Superintendent Parks/Forestry - - 1.00 1.00 1.00
Superintendent Parks/Forestry 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 2.00 2.00 2.00
Activity Summary
233
Activity: Park Maintenance Operations (530200)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 2,272,300$ 2,235,269$ 2,681,234$ 3,335,139$ 3,094,395$ 3,034,413$
Use Of Money And Property
Rents 221,314 215,804 128,256 94,145 155,160 155,160
Royalties & Commiss 4,613 3,593 3,059 3,590 3,500 3,500
Intergovernmental
Disaster Assistance 4,235 - - - - -
Charges For Fees And Services
Culture & Recreation 110,580 118,308 96,693 94,920 96,690 96,690
Miscellaneous
Contrib & Donations 5,872 - - - - -
Misc Merchandise 602 1,550 905 1,550 910 910
Other Misc Revenue 1,008 1,627 19,060 - 19,060 19,060
Other Financial Sources
Sale Of Assets 1,636 84,144 995 - - -
Total Revenues 2,622,160$ 2,660,295$ 2,930,202$ 3,529,344$ 3,369,715$ 3,309,733$
Expenditures:
Personnel 1,496,946$ 1,524,896$ 1,546,665$ 1,797,034$ 1,896,433$ 1,953,326$
Services 822,633 850,071 882,742 976,559 977,849 997,406
Supplies 266,950 252,393 243,933 282,618 278,433 284,002
Capital Outlay 35,632 32,936 256,863 473,133 217,000 75,000
Total Expenditures 2,622,160$ 2,660,295$ 2,930,202$ 3,529,344$ 3,369,715$ 3,309,733$
Personnel Services - FTE 2018 2019 2020 2021 2022
M.W. I - Parks 2.00 2.00 2.00 2.00 2.00
M.W.I - Athletic Fields 1.00 1.00 1.00 1.00 1.00
M.W. II - Parks 4.00 4.00 4.00 4.00 4.00
M.W. II - Horticulture 1.00 1.00 1.00 1.00 1.00
M.W. III - Parks 4.00 4.00 3.00 3.00 3.00
Sr MW - Parks 1.00 1.00 1.00 1.00 1.00
Sr MW - Horticulture Specialist 1.00 1.00 1.00 1.00 1.00
Sr MW - Turfgrass Specialist 1.00 1.00 1.00 1.00 1.00
Total Personnel 15.00 15.00 14.00 14.00 14.00
Capital Outlay 2021 2022
Natural Area Management Projects 276,133$ 150,000$
Mulcher 125,000 -
Tilt-bed Trailer - 13,000
Laser Grade Ball Fields 20,000 9,000
Automatic Locks for Restrooms 10,000 -
Soccer Field Improvements 21,000 16,000
Bocce Ball court 15,000 -
Other Operating Equipment - 23,000
Irrigation Improvements 6,000 6,000
Total Capital Outlay 473,133$ 217,000$
Activity Summary
234
Activity: Forestry (530300)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 507,622$ 746,944$ 826,290$ 1,098,095$ 1,092,524$ 1,079,898$
Other City Taxes
Utility Franchise Tax 9,655 9,813 8,929 9,810 8,930 8,930
Miscellaneous
Contrib & Donations 11,393 5,450 5,735 5,450 5,740 5,740
Other Misc Revenue - - 46 - - -
Transfer In -Govt Activities 78,275 79,864 82,326 86,622 90,795 92,611
Total Revenues & Transfer In 606,945$ 842,072$ 923,326$ 1,199,977$ 1,197,989$ 1,187,179$
Expenditures:
Personnel 352,169$ 411,921$ 432,262$ 640,567$ 653,061$ 672,653$
Services 208,032 358,976 427,387 430,756 416,028 424,349
Supplies 46,744 67,539 63,676 73,654 63,900 65,178
Capital Outlay - 3,636 - 55,000 65,000 25,000
Total Expenditures 606,945$ 842,072$ 923,326$ 1,199,977$ 1,197,989$ 1,187,179$
Personnel Services - FTE 2018 2019 2020 2021 2022
M. W. I - Forestry - 2.00 2.00 4.00 4.00
M. W. II - Forestry 1.00 1.00 1.00 1.00 1.00
M. W. III - Forestry 1.00 1.00 1.00 1.00 1.00
Sr MW - Forestry 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 5.00 5.00 7.00 7.00
Capital Outlay 2021 2022
Water Wagon -$ 10,000$
One-ton Truck - 55,000
Grapple Truck 55,000 -
Total Capital Outlay 55,000$ 65,000$
Activity Summary
235
CEMETERY OPERATIONS
The Cemetery Division’s budget is organized into Cemetery Operations and Cemetery Perpetual Care.
Cemetery Operations manages Oakland Cemetery and Perpetual Care manages maintenance items
within the cemetery. Oakland Cemetery occupies 40+ acres adjacent to the western edge of Hickory
Hill Park. There have been an estimated 15,872 interments in the cemetery based on the complete
burial report contained in the Cemetery Information Management System (CIMS) program. Staff
maintains all cemetery grounds, buildings, equipment, and snow route.
• Assistance with family members/funeral homes regarding funeral arrangements; determine right
of interment, interment placement, lot sales/repurchases; complete billing and maintain records.
• Assist the general public/funeral homes/monument dealers with genealogy requests, lot
locations and explanation, enforcement of cemetery rules and regulations.
• Future expansion: mausoleum, columbarium addition, purchase surrounding property and/or
expand to the east.
The Cemetery Perpetual Care activity accounts for donations that are dedicated for the long-term
maintenance of the Oakland Cemetery. This activity was moved from a permanent fund into the
General Fund in fiscal year 2017.
HIGHLIGHTS
Recent Accomplishments:
• Replaced all the Lot/Block signage
in the cemetery.
• Repaired 20 monument foundations.
Upcoming Challenges:
• Removal of declining ash trees and
expiring oaks throughout the
cemetery.
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 3.00 3.00 3.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Financial Highlights:
The fiscal year 2022 Supplies expenditures increased by 17.8% due to an elevated level of the
number of sold cemetery plots that were purchased back in fiscal year 2020, which is used to
project the fiscal year 2022 expenditures.
236
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Full Burials 30 25 22 26 25
Cremation 47 38 29 37 38
Report burial trends to effectively estimate the current longevity of the
Cemetery. Use the results to assist with the strategic planning for future
expansions and needs.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Track and compare the number of full burials verse cremation burials for
each fiscal year.
237
Activity: Cemetery Operations (540100)Fund: General (1000)
Division: Cemetery Operations Department: Parks and Recreation
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 235,080$ 262,994$ 288,097$ 310,368$ 329,883$ 341,846$
Charges For Fees And Services
Misc Charges For Svc 38,005 42,753 31,386 42,190 37,382 37,382
Other Financial Sources
Sale Of Assets 74,770 43,999 63,375 60,800 60,242 60,242
Total Revenues 347,855$ 349,747$ 382,858$ 413,358$ 427,507$ 439,470$
Expenditures:
Personnel 275,350$ 276,948$ 298,853$ 330,916$ 341,280$ 351,518$
Services 59,395 61,937 70,645 70,789 72,504 73,954
Supplies 13,109 10,861 13,360 11,653 13,723 13,997
Total Expenditures 347,855$ 349,747$ 382,858$ 413,358$ 427,507$ 439,470$
Personnel Services - FTE 2018 2019 2020 2021 2022
Cemetery Supervisor 1.00 1.00 1.00 1.00 1.00
M.W. II - Cemetery 1.00 1.00 1.00 1.00 1.00
M.W. III - Cemetery 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Activity: Cemetery Perpetual Care (540500)Fund: Cemetery Perpetual Care Fund (1024)
Division: Cemetery Operations Department: Parks and Recreation
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues 1,502$ 2,710$ 2,056$ 1,500$ 1,500$ 1,500$
Total Revenues 1,502$ 2,710$ 2,056$ 1,500$ 1,500$ 1,500$
Expenditures:
Services -$ -$ -$ 4,500$ 1,500$ 1,530$
Total Expenditures -$ -$ -$ 4,500$ 1,500$ 1,530$
Activity Summary
Activity Summary
238
LIBRARY OPERATIONS
The Iowa City Public Library is a center of community life that connects people of all ages with
information, engages them with the world of ideas and with each other, and enriches the
community by supporting learning, promoting literacy, and encouraging creativity. The Library
Operations budget is organized into General Library, Library Materials, Board Controlled Funds,
Gifts and Bequests, Gifts – Materials, and Library Replacement Reserves.
General Library
This accounts for the majority of the library’s budget, and includes staffing, programs, public
services, building repair and maintenance, and the Bookmobile. This also includes transfers to
equipment replacement reserves.
Library Materials
This represents the acquisition and replacement of library materials. Materials budgets are
organized into children’s materials, young adult materials, and adult materials in a variety of
formats. Electronic and downloadable formats represent an increasing number of materials
acquisitions.
Board Controlled Funds
This is funded largely through State Library of Iowa funded grants for Library Open Access
(reciprocal borrowing) and Enrich Iowa programs. A 0.50 FTE staff person is included in the
reciprocal borrowing budget.
Gifts and Bequests
This includes contributions and donations, both designated and undesignated, for library
operations, programs, and building improvements. A 0.40 FTE staff person is compensated from
undesignated gifts for Bookmobile operations.
Gifts – Materials
These resources are donated and designated for materials acquisitions.
Library Replacement Reserves
Funded through a transfer from General Library operations, these funds are intended for the
scheduled replacement of library equipment and computer hardware.
HIGHLIGHTS
Fiscal year 2020 by the numbers:
• 49,788 cardholders
• 1,046,557 circulation
• 442,702 building visits
• 12,847 Bookmobile visits
• 259,729 collection size
239
Recent Accomplishments:
• Planned and initiated a diversity audit of the Young Adult (YA) fiction collection
• Pivoted due to COVID-19 building closure: Transitioned from building-based, in-person
service model to virtual service model, including production and promotion of
programming for all ages, and focusing on digital media formats
• Crafted new strategic plan representing community and staff aspirations and reflects
COVID-19 challenges and impacts
• The AIM Student Card was issued to 15,283 learners. Working with the Iowa City
Community School District, North Liberty Community Library, and Coralville Public Library,
this program offers a no-barrier card for youth which provides more students more access
across the region. By the end of the fiscal year, 727 student borrowers checked out a
combined 2,313 physical items and 2, 751 e-format items
• Building enhancements were made to ensure all patrons have access to amenities and
services. We added a power-assist door in the Administrative suite and a water bottle filling
station on the second floor. Aging, damaged Children’s Room shelving was repaired, and
soft furniture high-use areas throughout the building was reupholstered
Upcoming Challenges:
• Prioritize public health and safety in designing and delivering library services
• Identify and address human resources and employment-related barriers to establishing a
workplace that reflects the community
• Complete flooring (second floor) and furnishings replacement project (CIP)
• Manage transitions between library reopening phases
• Work with Iowa City Police Department and other community partners to establish
protocols for de-escalating and managing behavior issues to reduce calls to the police
• Prepare for ICPL’s 125th anniversary celebration
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 44.05 43.92 43.92
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
Capital Outlay expenditures for the General Library include $7,000 in fiscal year 2022 for RFID
tags.
Library Materials budget increased by 17.7% in fiscal year 2022 primarily due to budget cuts for
materials in the fiscal year 2021 budget due to the COVID-19 pandemic.
240
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Children Registering for Summer Reading Programs
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
3,468 3,360 636 700 800
Community Survey results of the percent rated positively
Subject FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Public Libraries N/A N/A N/A N/A N/A
* Community Survey conducted during FY 2013 and FY 2017
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Number of programs, displays, and reading lists specifically aimed at diverse audiences
or relating to themes of social justice and racial equity.
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
352 389 343 275 350
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
The Iowa City Public Library contributes to the quality of life in
Iowa City by offering opportunities to explore diverse ideas, to
exercise imagination, and to express creativity.
Provide programs, displays, and reading lists to diverse
audiences on themes of social justice and racial equity.
The Iowa City Public Library actively encourages discovery,
learning, and greater participation in community life.
Work with the ICCSD, preschools and summer programs to help
children sign up for a library card and participate in summer
reading programs.
Strengthen Community Engagement and Intergovernmental
Relations, Foster Healthy Neighborhoods and Affordable
Housing Throughout the City
Advance Social Justice, Racial Equity, and Human Rights
241
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Community Members Visits to the Bookmobile Per Week
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
331 340 378 225 300
Improve equitable access to library services
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Introduce Bookmobile
242
Activity: General Library (550100)Fund: General (1000)
Division: Library Operations Department: Library
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 3,728,651$ 3,684,799$ 3,673,496$ 4,126,095$ 4,076,197$ 4,212,984$
Property Taxes 924,259 975,562 1,000,782 1,115,780 1,140,401 1,174,613
Other City Taxes
Gas/Electric Excise Tax 11,312 11,140 11,546 10,842 10,961 10,961
Mobile Home Tax 1,012 974 873 970 870 870
Use Of Money And Property
Rents 26,000 30,000 22,000 32,500 24,000 24,000
Royalties & Commiss 2,220 1,936 1,869 1,910 1,850 1,850
Intergovernmental
Property Tax Credits 25,051 25,313 25,171 31,997 25,934 25,934
Local 28E Agreements 517,908 542,174 565,694 584,610 610,820 610,820
Charges For Fees And Services
Library Charges 28 26 10 - - -
Miscellaneous
Library Fines & Fees 143,285 135,183 60,545 10,000 50,000 50,000
Misc Merchandise 8 - - - - -
Other Misc Revenue 15,874 12,502 13,286 12,460 13,260 13,260
Other Financial Sources
Sale Of Assets 170 868 56 - - -
Total Revenues & Transfer In 5,395,777$ 5,420,477$ 5,375,329$ 5,927,164$ 5,954,293$ 6,125,292$
Expenditures:
Personnel 4,572,190$ 4,660,965$ 4,650,770$ 5,184,698$ 5,205,330$ 5,361,490$
Services 681,637 635,584 630,228 630,256 636,967 649,706
Supplies 141,951 117,228 94,331 105,210 104,996 107,096
Capital Outlay - 6,700 - 7,000 7,000 7,000
Total Expenditures 5,395,777$ 5,420,477$ 5,375,329$ 5,927,164$ 5,954,293$ 6,125,292$
Personnel Services - FTE 2018 2019 2020 2021 2022
Custodian - Library 2.00 2.00 2.00 2.00 2.00
IT Support Specialist 1.00 1.00 1.00 1.00 1.00
Librarian II 6.00 6.00 6.00 6.00 6.00
Library Admin Coordinator 1.00 1.00 1.00 1.00 1.00
Library Assistant I 5.63 5.63 5.63 5.63 5.63
Library Assistant II 1.00 1.00 1.50 1.00 1.00
Library Assistant III 6.36 6.36 6.36 7.36 7.36
Library Building Manager 1.00 1.00 1.00 1.00 1.00
Library Clerk 2.38 2.38 1.63 1.00 1.00
Library Coordinator 5.00 5.00 5.00 5.00 5.00
Library Director 1.00 1.00 1.00 1.00 1.00
Library Web Specialist 1.00 1.00 1.00 1.00 1.00
M.W. II - Library 1.00 1.00 1.00 1.00 1.00
M.W. I - Library 0.50 0.50 0.63 0.63 0.63
Network Database Spec - Lib 1.00 1.00 1.00 1.00 1.00
Pulic Relations Specialist 0.65 0.65 0.65 0.65 0.65
Sr Librarian 2.00 2.00 2.00 2.00 2.00
Sr Library Assistant 3.75 3.75 3.75 3.75 3.75
Supervising Librarian 1.00 1.00 1.00 1.00 1.00
Total Personnel 43.27 43.27 43.15 43.02 43.02
Capital Outlay 2021 2022
RFID tags 7,000$ 7,000$
Total Capital Outlay 7,000$ 7,000$
Activity Summary
243
Activity: Library Materials (550200)Fund: General (1000)
Division: Library Operations Department: Library
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 667,595$ 674,187$ 685,122$ 601,764$ 707,957$ 707,957$
Total Revenues 667,595$ 674,187$ 685,122$ 601,764$ 707,957$ 707,957$
Expenditures:
Capital Outlay 667,595$ 674,187$ 685,122$ 601,764$ 707,957$ 707,957$
Total Expenditures 667,595$ 674,187$ 685,122$ 601,764$ 707,957$ 707,957$
Capital Outlay 2021 2022
Adult Library Materials 499,950$ 588,176$
Children's Library Materials 101,814 119,781
Total Capital Outlay 601,764$ 707,957$
Activity Summary
244
Activity: Library Board Controlled Funds (550300)Fund: Library Gifts (1001)
Division: Library Operations Department: Library
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues 10,615$ (3,717)$ -$ -$ -$ -$
Intergovernmental
Operating Grants 73,825 69,584 66,984 69,580 66,980 66,980
Charges For Fees And Services
Refuse Charges 317 218 101 220 100 101
Miscellaneous
Misc Merchandise 1,455 1,632 1,004 1,630 1,000 1,000
Other Misc Revenue 16,167 15,016 10,103 - 10,100 10,100
Printed Materials 13,644 14,646 10,370 14,650 10,370 10,370
Total Revenues 116,023$ 97,379$ 88,561$ 86,080$ 88,550$ 88,551$
Expenditures:
Personnel 30,973$ 25,317$ 11,438$ 32,101$ 40,380$ 41,591$
Services 26,993 26,652 6,741 12,092 6,074 6,195
Supplies 835 3,880 1,150 3,914 1,090 1,112
Capital Outlay - - - 15,000 9,715 -
Total Expenditures 58,801$ 55,849$ 19,329$ 63,107$ 57,259$ 48,899$
Personnel Services - FTE 2018 2019 2020 2021 2022
Library Assistant I 0.50 0.50 0.50 0.50 0.50
Total Personnel 0.50 0.50 0.50 0.50 0.50
Capital Outlay 2021 2022
Library Materials 15,000$ 9,715$
Total Capital Outlay 15,000$ 9,715$
Activity Summary
245
Activity: Library Gifts and Bequests (550400)Fund: Library Gifts (1001)
Division: Library Operations Department: Library
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues -$ 26,302$ 19,258$ -$ -$ -$
Miscellaneous
Contrib & Donations 187,621$ 118,764$ 152,761$ 118,760$ 152,760$ 152,760$
Other Misc Revenue 13,983 6,915 3,132 6,920 3,130 3,130
Total Revenues 201,604$ 151,981$ 175,151$ 125,680$ 155,890$ 155,890$
Expenditures:
Personnel 26,443$ 27,974$ 29,116$ 66,489$ 71,837$ 73,993$
Services 24,610 24,241 10,012 23,078 8,089 8,251
Supplies 28,366 19,361 5,793 19,598 5,861 5,978
Capital Outlay 10,609 5,430 1,338 - - -
Total Expenditures 90,028$ 77,005$ 46,260$ 109,165$ 85,787$ 88,222$
Personnel Services - FTE 2018 2019 2020 2021 2022
Library Assistant III 0.40 0.40 0.40 0.40 0.40
Total Personnel 0.40 0.40 0.40 0.40 0.40
Activity: Library Gifts - Materials (550500)Fund: Library Gifts (1001)
Division: Library Operations Department: Library
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
Miscellaneous
Contrib & Donations 78,087$ 30,908$ 39,054$ 30,910$ 39,050$ 39,050$
Total Revenues 78,087$ 30,908$ 39,054$ 30,910$ 39,050$ 39,050$
Expenditures:
Services 200$ 5,000$ -$ 5,102$ -$ -$
Supplies - - 126 - 126 -
Capital Outlay 37,024 48,154 34,530 25,000 38,924 25,000
Total Expenditures 37,224$ 53,154$ 34,656$ 30,102$ 39,050$ 25,000$
Capital Outlay 2021 2022
Adult Library Materials 15,000$ 21,700$
Children's Library Materials 10,000 17,224
Total Capital Outlay 25,000$ 38,924$
Activity Summary
Activity Summary
246
Activity: Library Replacement Reserves (550800)Fund: Library Replacement Reserves (1006)
Division: Library Operations Department: Library
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Transfer In:
Transfer In From General Fund 62,422$ 62,422$ 62,422$ 62,422$ 62,422$ 62,422$
Total Transfer In 62,422$ 62,422$ 62,422$ 62,422$ 62,422$ 62,422$
Expenditures:
Supplies 19,839$ 919$ 38,450$ 919$ 38,450$ 39,219$
Capital Outlay 12,773 - - - - -
Total Expenditures 32,611$ 919$ 38,450$ 919$ 38,450$ 39,219$
Activity Summary
247
LIBRARY FOUNDATION
The mission of the Iowa City Public Library Friends Foundation is to generate private resources to support
the Iowa City Public Library. The Iowa City Public Library Friends Foundation is a 501(c)(3) non-profit
organization governed by a Board of Directors. Board members are community volunteers dedicated to
helping our Library continue to provide the best materials, programs, and services. The Board of Directors
work with staff in the Library Development Office to plan and execute Library fundraising efforts.
The Library Foundation division accounts for personnel costs associated with the Foundation’s
development activities. City expenditures are fully reimbursed by the Friends Foundation. 2.0 FTEs are
budgeted: Library Coordinator – Development, and a Library Assistant I.
HIGHLIGHTS
Recent Accomplishments:
•Developed new community support and partnerships to help enable library service to shift to
online collections and programs due to COVID-19 pandemic building closure
•Received $319,459 from individuals, businesses, and organizations to benefit the Library
•Hosted successful and fun opportunities for existing and new contributors to celebrate the
Library.
Upcoming Challenges:
•Achieve financial goals in hypercompetitive environment due to COVID-19 economic impact
•Reimagine and develop virtual Friends Foundation fundraising strategies
•Identify new partnerships and collaborations to help achieve Library strategic goals
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 2.00 2.00 2.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2022 budget.
Financial Highlights:
The expenditures for this activity are offset by the revenues with no general funding utilized for this
activity.
248
Activity: Library Foundation Office (550600)Fund: Library Dvlp Off (Foundation) (1005)
Division: Library Foundation Office Department: Library
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
Miscellaneous
Other Misc Revenue 117,938$ 122,104$ 127,098$ 217,145$ 221,451$ 228,095$
Total Revenues 117,938$ 122,104$ 127,098$ 217,145$ 221,451$ 228,095$
Expenditures:
Personnel 118,310$ 122,203$ 128,052$ 217,145$ 221,451$ 228,095$
Supplies 147 - - - - -
Total Expenditures 118,457$ 122,203$ 128,052$ 217,145$ 221,451$ 228,095$
Personnel Services - FTE 2018 2019 2020 2021 2022
Library Coord - Development 1.00 1.00 1.00 1.00 1.00
Sr Library Assistant 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
Activity Summary
249
SENIOR CENTER OPERATIONS
The Iowa City/Johnson County Senior Center (The Center) opened its doors in 1981 and has
championed its vision for continued social involvement for community members aged 50+ and
end social isolation.
The mission of The Center enhances quality of life by creating opportunities to support wellness,
social connections, community engagement and lifelong learning for a diverse and growing
older adult population.
The Center offers a variety of in person and virtual classes, activities, volunteer opportunities,
and services. The programs and services we offer meet the needs and interests of participants
and community members. They also are known to support and extend a person’s health,
wellbeing, and independence by fostering social connections, promoting mental and physical
exercise, and encouraging community involvement.
The Center serves diverse residents across all ages in the community. Many programs are
intergenerational, community events are common, and college age volunteers are often seen
around The Center. In addition, The Center hosts practicum students and interns from a variety
of academic departments at the University of Iowa, including but not limited to Social Work,
Public Health, and Recreational Studies.
Senior Center Administration (1000)
Senior Center Administration supports The Center’s staff; the facility’s maintenance, operation,
security, and use; programming and services; and financial management and development. It
supports the work of advisory groups, including the Senior Center Commission, participant-
based advisory committees, and ad hoc committees, and in collaboration with area businesses
and the University of Iowa to enrich programming and serve as an educational resource.
Administration supports services provided at The Center that require a designated space to
operate. These programs require varying degrees of oversight, organization, scheduling, IT
support, volunteer support, and problem solving. These services are open to all members of the
community. Examples include: Senior Health Insurance Information Program (SHIIP); Volunteer
Lawyers; Simple and Free Pantry Exchange, the AARP Tax Aide Program; and Honoring Your
Wishes advanced care planning Johnson County Public Health. In addition, the Visiting Nurse
Association offers health care clinics; Horizons, Inc. serves noon congregate meals five days a
week; and TRAIL of Johnson County provides services that help older adults remain in their
own homes. All the services offered extend The Center’s reach out into the community bringing
in people of all ages, from all walks of life.
Senior Center Programs (1000)
There are four budget subdivisions for Program activity:
• Senior Center Classes - Classes cover everything from literature and fitness, music, and
art education. They are often open to non-members or intergenerational. A volunteer
250
based Program Committee is active in determining the triannual curriculum. Classes
are taught by volunteers or independent contractors.
• Senior Center Special Events – Encompass large programs of general interest that are
open to all members of the community as well as events specifically for members. For
instance, dances, fundraisers, band concerts, choral performances, movies, or
speakers. They often have sponsors and community partners and involve many
volunteers.
• Senior Center Technology and Video (SCTV)- Volunteers produce video content for
broadcast on City Cable and Public Access channels. A part-time temporary video
specialist provides instruction and training. SCTV brings programs that take place at
The Center to television f or homebound older adults and community members to
participate virtually. They also are involved with creative endeavors and have a
channel on YouTube to increase outreach. Finally, SCTV provides tech support for
members and participants on a scheduled and walk-in basis which has increased
significantly over the past few months due to relying on technology to provide
continuous quality programming.
• Senior Center Choir- The Center for many years has been fortunate to continue a
tradition of offering a chorus. Voice of Experience is a fun and dynamic chorus open for
all Senior Center members. They provide seasonal choral performances.
HIGHLIGHTS
Recent Accomplishments:
• At the end of fiscal year 2020 there were 1,565 members with 162 or 10% on low
income scholarships. This number is significantly decreased due to the pandemic and
making a choice to not push for membership renewal for the last two months of the fiscal
year due to the hardship’s members were experiencing. However, membership is not
required to participate in many of The Centers programs and services
• Volunteer support continues to be a cornerstone of The Center’s success. In fiscal year
2020 there were 588 volunteers who donate 22,000 hours of service
• In an effort to increase accuracy of classes and activities provided to the community we
have a new reporting system that lines up with our mission and vision statements and
are reported below. Class sizes vary from 5 to 120 participants
• Wellness Description classes and activities which include nutrition, exercise,
functional movement, mental health, safety, spirituality, caregiving, disease
prevention - 77 classes and/or activities
• Social Connections Description classes and activities which include: friendship,
shared interests, space to meet, networking, extends beyond the building - 60
classes and/or activities
• Community Engagement classes and activities which include: Support of
community groups, cultural center, equity focused, fostering sense of community
for all, inclusion - 29 classes and/or activities
251
• Lifelong Learning classes and activities which include: vocational/occupational
training, sharing your passions, volunteering, kills learning new things, teaching
others – 103 classes and/or activities
• Approximately 15 offsite and 32 virtually and 18 culturally responsive classes and
4 classes specifically about climate action.
• Community services expand The Center’s outreach into the surrounding community. In
fiscal year 2020 the Visiting Nurses Association had 537 health clinic visits and Elder
Services, Inc. served 1,952 meals this number was significantly impacted by our closure.
Honoring Your Wishes had 35 consultations for advanced care planning and 5
workshops attended by 43 community members. The AARP tax aide and Volunteer
Lawyer programs had 291 and 32 appointments respectively. The Senior Health
Insurance Information Program (SHIIP) counselors provided 1,187 consultations 899 in-
person and 288 remote and 7 Medicare workshops attended by 170 community
members
• The Center received $47,662 from the Friends of The Center Senior Center Endowment
in fiscal year 2020
• The Center continues providing 20 hours/week of operational space to TRAIL of
Johnson County in fiscal year 2020
• We developed new partnerships with the Department of Rehabilitation and Counselor
Education in the University of Iowa’s College of Education which allowed for us to
provide a Coronavirus Chat line for Older Adults as community began to socially isolate
• With our partnership with Johnson County Public Health we were able to have an
Emergency Preparedness Awareness Event for Older Adults that provided emergency
sample kits
• With the changes in the community we were able to partner quickly with the community
and TRAIL of Johnson County to create a Mask for Seniors Program that provided over
1,200 free masks to Older Adults in the community
Upcoming Challenges:
• Given the pandemic and how the older adult population at a high rate there is concerns
of keeping members and public safely utilizing services and so we will continue to be
creative about how we work towards our goal of decreasing social isolation and keeping
older adults connected to the community
• Upcoming construction in the building as we get closer to having a solid Facility Master
Plan will cause challenges in regards to access to different parts of the building that’s
accessible for programming and social spaces
252
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 7.00 7.76 7.76
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
Senior Center Administration Supplies expenditures increased by 12.2% in the fiscal year 2022
budget primarily due to funding cuts for food and beverages in the fiscal year 2021 budget due
to the COVID-19 pandemic.
Senior Center Programs Services expenditures increased by 534.2% or $13,856 primarily due
to an increase in instructor fees for guest speakers and performances for events.
253
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Each trimester* will have multiple classes that address the four mission areas used to address
social isolation for older adults.
Wellness
Social Connections
Community Engagement
Lifelong Learning
We had 32 virtual programs and 15 offisite program around the county. We also included four climate action
Audit 20% of wellness programs each program guide indicates 80% or more agreed with FallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummer***************************
* new measure Fall 2021 due to COVID postponement was necessary
indicates 80% or more agreed with following
75
65
25
125
100
115
20
140
104
132
19
148
107
127
23
145
77
60
29
103
Meeting the goal of increasing
wellness
Quality of instruction
Overall Satisfaction
FY 2020 FY 2021
Projected
FY 2020 FY 2021
ProjectedFY 2019
FY 2019
FY 2018
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods and Affordable Housing Throughout
the City, Strengthen Community Engagement and
Intergovernmental Relationships
The mission of The Center enhances quality of life by creating
opportunities to support wellness, social connections, community
engagement and lifelong learning for a diverse and growing older
adult population.
Each trimester throughout the year, offer culturally responsive and
diverse program opportunities that address social isolation in the
Iowa City area which include wellness, social connections,
community engagement, and lifelong learning.
FY 2018
*A trimester corresponds with the publication of the Senior Center Program Guide. Previous years >
FY2020 classes were measured by if a class in the seven dimensions of wellness were completed. A
change was made in Spring FY2020 to reflect the number of classes that would reduce social isolation for
older adults.
FY 2022
Estimate
FY 2022
Estimate
254
Audit 20% of lifelong learning programs each program guide
FallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummer***************************
* new measure Fall 2021 due to COVID postponement was necessary
indicates 80% or more agreed with following
Audit 20% of social connection programs each program guide
FallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummer***************************
* new measure Fall 2021 due to COVID postponement was necessary
Overall Satisfaction
Quality of instruction
Increase desire to learn more topics
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2020 FY 2021 FY 2019FY 2018
Overall Satisfaction
Quality of instruction
Decrease socal isolation
FY 2022
Estimate
FY 2022
255
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Senior Center Endowment's Annual Contribution to the Operational Budget
Annual Contribution
Cost Recovery Percentage
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Senior Center member Race/Ethnicity
(Based on optional information collected on member registration form)
Race/Ethnicity of Members
Asian
Hispanic or Latino
Multi-Racial
White
Self-identify
Move toward electronic communication as a cost saving measure
and for customer convenience. Collaborate with Friends of the
Center to fund annual operational expenses through the Senior
Center Charitable Giving Account.
FY 2020 FY 2021
Projected
30%30%
FY 2020 FY 2021
Projected
$47,662 $45,000
3.90%-1.06%
FY 2020 FY 2021
Projected
Out of 1287
known
Out of 1337
unknown
44
FY 2019
Out of
1,496
known
2
FY 2019
$45,852
15.30%
FY 2019
30%
24
22
17
0
To promote inclusion and divesity among participants.
Maintain and expand opportunities to reach a diverse audience for
on and off-site programs.
Goal
Change in Contribution
Advance Social Justice, Racial Equity, and Human Rights
16
23
13
Invest in Public Infrastructure, Facilities, and Fiscal Reserves
To enhance financial stability of the Center.
Goal
$60,000 by
FY 2025
* At least until levels reflect community demographics of the 50 + population
35% by
FY 2025
Pacific Islander 1
Black or African American
Native American/Alaskan
15
14
18
1
4
FY 2018
$39,782
14.90%
FY 2018
30%
FY 2018
Out of
1,366
known
2
4
18
25
15
3
4
1,295 1,406 1,199 1250
3
FY 2022
Estimate
Out of 1347
unknown
20
25
15
4
5
4
1255
FY 2022
Estimate
$50,000
10.00%
FY 2022
Estimate
30%
191871718
256
* New Measure in FY 2019
Percent of Members who participate in the low-income membership program.
FY 2020 FY 2021
Projected
9%10%
FY 2019
10%
To be eligible for the low-income discount program the person must meet one of the following:
1) Current participant in the Iowa City Utility Discount Program; 2) Recipient of Medicaid benefits;
3) Participant in the SNAP program; 4) Participant in the City of Iowa City Assisted housing program; 5)
Recipient of Supplemental Security Income (SSI) or Social Security Disability Income (SSDI); 6)
Participant in the Elderly Credit Claim on Real Estate Tax or State Rent Reimbursement. According to the
Iowa State University Extension and Outreach 2016 report, 4.7% of people in Johnson County over 65 live
in poverty. However, the poverty rate for the county as a whole is much higher in the range of 13 - 14%.
Goal
9-11%
FY 2022
Estimate
25
FY 2022
Estimate
10%
Number of diverse representation or
culturally responsive programming
*8 18 20
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2018
9%
257
Activity: Senior Center Administration (570100)Fund: General (1000)
Division: Senior Center Operations Department: Senior Center
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 621,717$ 599,807$ 659,025$ 807,254$ 824,678$ 857,491$
Use Of Money And Property
Rents 19,730 8,910 2,655 - 2,660 2,660
Royalties & Commiss 147 85 117 - 120 120
Intergovernmental
Local 28E Agreements 60,000 60,000 60,000 60,000 60,000 60,000
Charges For Fees And Services
Culture & Recreation 63,105 67,455 51,720 51,720 51,720 51,720
Parking Charges 26,010 30,750 10,440 30,750 10,440 10,440
Miscellaneous
Contrib & Donations 44,406 53,342 91,215 53,340 52,010 52,010
Printed Materials - - 12 - - -
Misc Merchandise 4,713 5,314 2,219 - 2,220 2,220
Other Misc Revenue 3,030 5,406 13,748 - 13,790 13,790
Other Financial Sources
Sale Of Assets 815 72 34 - - -
Misc Transfers In 11 - - - - -
Total Revenues 843,684$ 831,140$ 891,186$ 1,003,064$ 1,017,638$ 1,050,451$
Expenditures:
Personnel 573,668$ 585,734$ 651,994$ 730,723$ 746,022$ 768,403$
Services 222,366 197,617 210,256 224,281 228,922 233,500
Supplies 26,103 25,342 25,850 38,060 42,694 43,548
Capital Outlay 21,547 22,447 3,085 10,000 - 5,000
Total Expenditures 843,684$ 831,140$ 891,186$ 1,003,064$ 1,017,638$ 1,050,451$
Personnel Services - FTE 2018 2019 2020 2021 2022
Development Specialist - Sr Center 0.50 0.50 0.50 0.50 0.50
M. W. III - Senior Center 1.00 1.00 - - -
Sr. M.W. - Govt Bldgs - - 1.00 - -
M.W. II - Govt Bldgs - - - 1.00 1.00
M.W. I - Senior Center 1.00 1.00 - - -
Custodian - Govt Bldgs - - 1.00 1.00 1.00
Operations Asst - Sr Center 1.00 1.00 1.00 1.00 1.00
Program Specialist - Sr Center 1.00 1.00 1.00 1.00 1.00
Receptionist - Sr Center 0.50 0.50 0.50 1.26 1.26
Senior Center Coordinator 1.00 1.00 1.00 1.00 1.00
Volunteer Specialist-Sr Center 1.00 1.00 1.00 1.00 1.00
Total Personnel 7.00 7.00 7.00 7.76 7.76
Capital Outlay 2021 2022
Building Improvements 10,000$ -$
Total Capital Outlay 10,000$ -$
Activity Summary
258
Activity: Senior Center Programs (570200)Fund: General (1000)
Division: Senior Center Operations Department: Senior Center
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ 6,647$ 6,995$ 21,502$ 21,448$ 22,491$
Charges For Fees And Services
Culture & Recreation 13,401 6,026 3,542 2,310 8,550 8,550
Misc Charges For Svc 22,352 17,616 11,255 - 11,250 11,250
Miscellaneous
Misc Merchandise 1,131 770 638 770 640 640
Other Misc Revenue 3,565 1,500 - - - -
Other Financial Sources
Sale Of Assets 1,351 - - - - -
Total Revenues 41,801$ 32,559$ 22,430$ 24,582$ 41,888$ 42,931$
Expenditures:
Personnel 11,990$ 15,288$ 14,704$ 18,126$ 20,481$ 21,096$
Services 8,859 7,465 5,304 2,551 16,407 16,735
Supplies 12,983 9,807 2,422 3,905 5,000 5,100
Total Expenditures 33,831$ 32,559$ 22,430$ 24,582$ 41,888$ 42,931$
Activity: Senior Center Gifts and Memori (570400)Fund: Sr Center Gift Fund (1003)
Division: Senior Center Operations Department: Senior Center
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues 34$ 49$ 14$ -$ -$ -$
Total Revenues 34$ 49$ 14$ -$ -$ -$
Expenditures:
Capital Outlay 11,029$ 2,126$ -$ -$ -$ -$
Total Expenditures 11,029$ 2,126$ -$ -$ -$ -$
Activity Summary
Activity Summary
259
NEIGHBORHOOD & DEVELOPMENT SERVICES (NDS)
ADMINISTRATION
Administration
Neighborhood and Development Services (NDS) Administration is responsible for oversight and
support of the department’s four operating divisions, Administration, Development Services,
Neighborhood Services (including the Housing Authority), and the Metropolitan Planning
Organization of Johnson County (MPOJC).
HIGHLIGHTS
Recent Accomplishments:
•The City Council adopted the Affordable Housing Action Plan in June of 2016 and
comprehensively reviewed the plan and its accomplishments in July of 2019. The
distribution formula was changed, a tax exemption policy to support affordable rental
housing was developed and the City initiated a security deposit program that assisted 31
households secure housing in FY20
•Our work in planning, zoning, site, design review and building code and inspection
services support continued development in the Riverfront Crossings district. Since the
adoption of the Riverfront Crossings Form Based Code in 2014 there has been an
investment of over $196.7 million and 1,093 multi-family housing units created. Three
additional developments have been approved, but not started by the end of FY20
•Tax increment financing and the Riverfront Crossings Affordable Housing Requirement
created 66 units of affordable housing and generated $756,244 to be used for additional
affordable housing in the Riverfront Crossings District
•Established eviction/foreclosure prevention programs to assist low-income residents
financially impacted by COVID to maintain their existing housing through partnerships with
Shelter House, CommUnity Crisis Services and Centers for Worker Justice
•Allocated and programmed more than $8.3 million in ‘Coronavirus Aid, Relief, and
Economic Security’ (CARES) Act funding for local transit agencies
•Coordinated and implemented a new permitting software (Energov) for public works and
NDS, as well as provide ongoing education to the public and development community
about the new software
Upcoming Challenges:
•The complexity, lack of flexibility and number of reviews in our development process. We
currently have zoning districts, conservation/historic districts, sensitive areas ordinance,
design overlays, Peninsula Code, Eastside Mixed Use District, Riverfront Crossings Form
Based Code with eight sub-districts, and the upcoming South District Form Based Code to
learn and implement. The process is time consuming and there is difficulty understanding
requirements amongst enforcement officials, other departments and the development
community
260
•Staff capacity in both Development Services and Neighborhood Services. In
Development Services they have been asked to complete several Council initiatives that
are in addition to their existing workload including, but not limited to, City-wide
Comprehensive and Neighborhood District Planning, integrating missing middle housing in
our residential zones, substantial amendments to the Riverfront Crossings Form Based
Code, and the review and changes to our regulatory requirements to support affordable
housing. Neighborhood Services is the primary administrator of additional state and
federal funding through the CARES Act in response to COVID-19. These funds are over
twice our typical federal entitlement amount. Administering these funds while spending
out current funds in a timely and effective manner will be challenging
•The ability to receive the desired amount of public input and participation during COVID-
19 to implement Council initiatives and programs
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 2.55 1.30 1.30
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2022 budget.
Financial Highlights:
Services expenditures increased by 12.3% in the fiscal year 2022 budget primarily due to an
increase in ITS chargebacks.
261
Activity: Neighborhood & Dvlp Admin (610100)Fund: General (1000)
Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 240,138$ 224,907$ 197,921$ 251,305$ 211,212$ 218,365$
Charges For Fees And Services
Building & Devlpmt 800 700 1,300 700 1,300 1,300
Miscellaneous
Code Enforcement 11,073 15,572 31,998 12,500 32,000 32,000
Other Misc Revenue 2,343 1,370 702 1,370 700 700
Other Financial Sources
Sale Of Assets 14 4 - - - -
Transfer In -Enterprise Activities 27,197 27,877 28,769 29,488 30,137 30,740
Total Revenues & Transfer In 281,564$ 270,431$ 260,690$ 295,363$ 275,349$ 283,105$
Expenditures:
Personnel 230,877$ 226,138$ 213,830$ 248,889$ 224,882$ 231,628$
Services 45,847 40,526 44,237 42,921 48,217 49,181
Supplies 4,840 3,766 2,623 3,553 2,250 2,295
Total Expenditures 281,564$ 270,431$ 260,690$ 295,363$ 275,349$ 283,105$
Personnel Services - FTE 2018 2019 2020 2021 2022
Administrative Secretary 0.55 0.55 0.55 - -
Development Services Assistant - - - 0.30 0.30
NDS Director 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.55 1.55 1.55 1.30 1.30
Activity Summary
262
Activity: Sustainability Services (610150) *Fund: General (1000)
Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 180,402$ 185,857$ 219,424$ -$ -$ -$
Total Revenues 180,402$ 185,857$ 219,424$ -$ -$ -$
Expenditures:
Personnel 109,193$ 114,462$ 125,886$ -$ -$ -$
Services 54,576 68,785 91,949 - - -
Supplies 16,633 2,610 1,590 - - -
Total Expenditures 180,402$ 185,857$ 219,424$ -$ -$ -$
Personnel Services - FTE 2018 2019 2020 2021 2022
Sustainability Coordinator 1.00 1.00 1.00 - -
Total Personnel 1.00 1.00 1.00 - -
* This activity converted to the Climate Action & Outreach division in the City Manager department in fiscal year 2021.
Activity: Energy Efficiency Revolving Loan (610150)Fund: Energy Efficiency (1012)
Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Miscellaneous
Other Misc Revenue 40,961$ 17,067$ -$ -$ -$ -$
Total Revenues & Transfer In 40,961$ 17,067$ -$ -$ -$ -$
Expenditures:
Capital Outlay -$ 3,941$ -$ -$ -$ -$
Total Expenditures -$ 3,941$ -$ -$ -$ -$
* This activity was discontinued in the fiscal year 2020 budget.
Activity Summary
Activity Summary
263
NEIGHBORHOOD SERVICES
The Neighborhood Services Division is responsible for the administration of various
housing services, housing programs and revitalization efforts that focus on sustaining
healthy neighborhoods. The Division provides housing inspection services, facilitates
communication and outreach services to neighborhood associations and coordinates
Iowa City's public art and PIN Grant programs. The City's federal Community Block
Grant (CDBG) and HOME programs are also administered through the Neighborhood
Services Division.
Community Development
Community Development staff are committed to providing Iowa City residents with
access to safe and affordable housing, jobs and services. This is accomplished by
coordinating efforts with local organizations, businesses and other community partners,
and by administering and coordinating activities relating to city, state, and federal
housing and community and economic development programs.
The Housing Rehabilitation program works to help residents maintain and update their
homes by providing financial assistance to income eligible homeowners. The availability
of affordable, low or no-interest loans provides lower income homeowners the
opportunity to make repairs and improve energy efficiency to their homes and ultimately
helps to maintain Iowa City's housing stock. Funding is available through the federally-
funded CDBG and HOME Investment Partnership programs, and through the General
Rehabilitation and Improvement Program (GRIP), which is funded by general obligation
bonds. CDBG and HOME descriptions can be found in the Special Revenue Fund
section of this budget.
In fiscal year 2020, Neighborhood Services began receiving CDBG-CV funding to
prevent, prepare for, and respond to the COVID-19 pandemic. Funds are being used for
public service and economic development activities as part of a community response to
the pandemic including emergency housing assistance, operational funding for local
nonprofits, and small business assistance.
Neighborhood Outreach
Neighborhood Outreach provides a conduit between all City departments and the
network of neighborhood associations within Iowa City, and facilitates the distribution of
funds made available by the City Council for small-scale neighborhood improvements.
Neighborhood Outreach supports and encourages citizens to help shape the future of
their neighborhood. By assisting in the establishment and coordination of 33
neighborhood associations, this Division seeks to encourage action by providing ideas
and resources that help associations address their needs and interests within the goals
of the larger community.
264
The City Council has made funds available to neighborhood associations through the
Program for Improving Neighborhoods (PIN) grant program, with $20,000 available
annually. Administration of this program involves making applications available to the
neighborhoods, clarifying the administrative rules, assisting with project development,
coordinating staff review of the applications as well as execution of contract documents
and implementation of projects.
Additionally, Neighborhood Outreach works with the Public Art Advisory Committee to
administer the Public Art Program. The Committee determines the placement of public
art, the type of art to be used in a specific project, the artist to be engaged in accordance
with the Public Art Strategic Plan. They also administer public art matching grants and
oversee the maintenance and disposition of public art.
Housing Inspection
Housing Inspection’s mission is to ensure that Iowa City’s housing facilities are of the
quality necessary to protect and promote the health, safety, and welfare of those
persons utilizing these facilities and the general public. The Division strives to achieve
these goals and contribute to the overall mission of the City by:
• The systematic inspection of all rental properties located in the City, including the
inspection of high occupancy units, rooming houses, and multi-family buildings
older than 1996, public housing units, fraternities/sororities, and family care units
on a one-year cycle.
• The inspection of all housing related to the Housing Authority’s Housing Choice
Voucher Program.
• Investigating and resolving housing and nuisance complaints for all properties.
The City of Iowa City began the rental housing inspection division in the mid 1970's. The
Division has nine staff members charged with inspecting over 20,000 rental units and
responding to nearly 3,000 nuisance complaints on a yearly basis. Housing Inspection
work s with owners, property managers and tenants to ensure conformance with the Iowa
City Housing Code, which establishes minimum health and safety standards necessary
to protect and promote the welfare of tenants and the general public as well. Housing
Inspection achieves this purpose by inspecting all rental property on a systematic basis.
Starting in fiscal year 19 all units with four or more bedrooms, rooming houses, family
care units, and multi-family units older than 1996 are inspected on a yearly basis.
Complaint inspection may be made upon request.
Complaint tracking and land use management software for Housing Inspection staff was
upgraded with Tyler Energov software. This replaced the Tidemark land use
management software which had been in place for nearly 30 years. The updated
technology will allow for greater public web-based access to relevant inspection
information and will allow staff to better manage their workloads once fully implemented.
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Human Services
Community Development staff coordinates with the United Way of Johnson County and
the Housing and Community Development Commission in providing funds for human
service agencies. The City Council makes annual allocations to the area’s human
service agencies as part of the Aid to Agencies budget process.
HIGHLIGHTS
Recent Accomplishments:
• Completed the City Steps 2021-2025 Consolidated Plan which guides the allocation
of funding for housing, jobs, and services for low- to moderate-income persons over
the next five years
• Assisted 83 affordable housing units through CDBG and HOME funds, including
rental acquisition, rental rehab, and owner-occupied rehab
• Completed 10 GRIP owner-occupied housing projects
• Provided technical assistance funds to support in-home child care providers through
4Cs
• Expanded the UniverCity program into the South District and purchased,
rehabilitated and sold first duplex to two eligible homebuyers. Estimated monthly
housing costs were under $510/month
• Awarded $658,262 to 18 legacy agencies through the Aid to Agency funding
allocation
• First vacant lot purchased with Opportunity Funds (former land banking funds) in the
Lindemann Subdivision, Part 8. The lot is designed for six townhouse units. The
land will be held by the City for a future affordable housing project
• Two Low Income Housing Tax Credit (LIHTC) projects completed and began leasing
with City financial support for a total of 61 affordable units for those under 60%
median income. Eight of the units are affordable to those at 30% median income
and 16 are affordable to those at 40% median income. Total projects costs were
estimated at over $14.2 million
• Developed and began implementation of Energov land use management software for
housing inspections
• PIN grants funded 11 projects including tree plantings in Benton Hill Park,
Eulenspiegel Puppet drive-in performances, Iowa City Community Band
performances, neighborhood newsletters, and South District Neighborhood events,
bike repair stations, and meeting daycare services
• Staff and the Public Art Advisory Committee developed the Public Art Management
Plan to refine the process by which public art funds are expended. This includes the
development of an annual review process for potential art projects, securing ongoing
public and artist input into the process, and evaluating long-term maintenance needs
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Upcoming Challenges:
• Staff capacity to administer all existing and new programs including CDBG-CV funds.
CARES Act funding in response to the pandemic is more than double the amount of
the City’s regular entitlement award. With recent staff additions, increased training
is necessary
• Implementation of new software for inspections and complaints
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 13.88 14.13 14.13
Staffing Level Change Summary:
There are no staffing level changes included in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2022 budget.
Financial Highlights:
Community Development saw a 9.4% decrease in Capital Outlay for fiscal year 2022
primarily due to UniverCity carryforwards in the fiscal year 2021 budget.
Neighborhood Outreach also saw a 52.2% decrease in Capital Outlay in the fiscal year
2022 due to carryforwards in the fiscal year 2021 budget for public art projects.
Housing Inspections Services expenditures increased by 46.3% in the fiscal year 2022
budget due to software maintenance agreement fees for Energov and an increase in
nursery and snow and ice removal fees for increased enforcement.
267
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
4,509 4,557 4,531 4,575 4,600
19,032 19,838 19,951 19,750 20,000
1,416 3,783 2,539 2,750 2,750
Percent Citizen Complaints/Inquires are Resolved within 14 days
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
85%87%80%85%85%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Rental Properties Converted to Single Family Homes (UniverCity & South District)
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
5 4 3 3 0
Owner-Occupied Homes Rehabilitated (GRIP)
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
4 5 10 5 5
Housing Exterior Loan Program (HELP) - New Program, FY2017 will start reporting beneficiaries
FY 2018*FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
2 NA NA NA NA
*HELP program ended on 6/30/2018. Will discontinue reporting after FY18.
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Improve the City’s private residential building stock.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Rental Permits
Rental Units
Housing, Zoning & Nuisance
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Effectively resolve complaints to protect the health, safety, and
livability of Iowa City’s neighborhoods.
Expand proactive neighborhood code enforcement efforts.
Stabilize neighborhoods through UniverCity, South District, and
GRIP reinvestment programs.
268
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
19 18 16 16 14
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
PIN Grant Projects funded
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
14 13 14 13 12
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Facilitate productive and effective communication and cooperation
between the City and the neighborhood associations.
Maintain an updated active list of neighborhood association
contacts so as to sustain communication with neighborhoods.
Encourage alternatives to neighborhood newsletters such as
email lists, Facebook and NextDoor so that communication can
continue within the neighborhood.
Number of neighborhoods with active
leadership and established
community link.*
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Facilitate productive and effective communication and cooperation
between the City and the neighborhood associations.
Use Program for Improving Neighborhood (PIN) grants to promote
family-friendly neighborhood events, activities or projects.
269
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Neighborhood Meetings Coordinated to Address Above Objective
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
7 15 7 9 10
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Neighborhood Council Meetings
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
8 6 2 6 6
*Elimination of newsletters severely limits the options available for meeting notifications within
neighborhoods. Numbers included in FY2015 and FY2016 reflect specific City projects including park and
street improvements for which meeting notice mailing funds are still available.
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Facilitate productive and effective communication and cooperation
between the City and the neighborhood associations.
Coordinate communication between neighborhood associations
through meetings and activities of the Neighborhood Council.
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Facilitate productive and effective communication and cooperation
between the City and the neighborhood associations.
Continue to work with City Departments in coordinating
neighborhood meetings to distribute information, request feedback
on City initiated projects and encourage cooperation and
partnership in addressing issues.
270
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Good Neighborhood Meetings (dependent upon development activity)
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
8 4 4 5 5
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Public Art Projects (Installation, programs, etc.)
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
10 9 2 10 12
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Facilitate productive and effective communication and cooperation
between developers proposing land use changes (rezonings,
subdivisions, special exceptions, etc.) and residents near the
subject property by assisting in the implementation of the Good
Neighbor Program.
Coordinate communication between developers and residents
through meetings and other public input opportunities.
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City, Enhance Community Mobility for All
Residents
To enhance the appearance of the City through the selection and
integration of art in the public environment.
Utilize Public Art Program funding to encourage the creation of
public art within the downtown core as well as the neighborhoods
as well as overseeing the review of proposals for public art
installations in the City by the Public Art Advisory committee.
271
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Aid to Agencies FY 2018 FY 2019 FY 2020*FY 2021*
Projected
FY 2022*
Estimate
**18 18 18
**$33,083 $34,645 $36,000
**3 2 3
**$6,333 $8,369 $6,500
$378,700 $391,700 $644,500 $675,000 $681,750
15 17 21 20 21
25,247 23,041 $29,262 $33,750 $34,000
*Aid to Agencies funding was split into two categories beginning in FY20 (Legacy/Emerging)
Total Funds Spent
Total Agencies Assisted
Average Funds per Agency
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City, Strengthen Community Engagement and
Intergovernmental Relations
Allocate grant and City funds to serve the needs of low-to-
moderate income (LMI) residents in the following areas: housing,
homelessness, and community development (various services for
at-risk and LMI persons).
Create/enhance suitable living environments, provide decent
housing and create economic development opportunities.
Average Funds per Legacy Agency
Legacy Agencies Assisted
Emerging Agencies Assisted
Average Funds per Emerging Agency
272
Activity: Community Development (610200)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 537,972$ 319,337$ 862,189$ -$ 383,994$ 392,626$
Use Of Money And Property
Interest Revenues 36,385 35,395 34,073 34,568 34,147 34,147
Miscellaneous
Other Misc Revenue 50 222 350 75,030 24,036 24,036
Other Financial Sources
Loans 639,775 980,304 600,734 99,484 55,905 55,905
Sale Of Assets 780,000 827,450 701,355 950,000 400,000 400,000
Bond Proceeds 17,357 - - - - -
Transfers In - Misc 662 - - - - -
Total Revenues & Transfer In 2,012,201$ 2,162,708$ 2,198,701$ 1,159,082$ 898,082$ 906,714$
Expenditures:
Personnel 165,802$ 177,317$ 202,223$ 127,542$ 127,045$ 130,856$
Services 262,933 297,864 299,792 281,351 240,160 244,963
Supplies 70 4,319 896 4,271 877 895
Capital Outlay 915,396 1,000,708 744,289 585,000 530,000 530,000
Other Financial Uses 668,000 682,500 951,500 - - -
Total Expenditures 2,012,201$ 2,162,708$ 2,198,701$ 998,164$ 898,082$ 906,714$
Personnel Services - FTE 2018 2019 2020 2021 2022
Associate Planner 1.00 1.00 1.00 1.00 1.00
Building Inspector 1.00 1.00 1.00 2.00 2.00
Code Enforcement Specialist 1.00 1.00 1.00 - -
Program Asst - Comm Devel 0.63 0.63 0.63 0.63 0.63
Total Personnel 3.63 3.63 3.63 3.63 3.63
Capital Outlay 2021 2022
House Acquisitions for UniverCity 200,000$ 200,000$
South District Home Ownership Program 200,000 200,000
Rehab Costs 185,000 130,000
Total Capital Outlay 585,000$ 530,000$
Activity Summary
273
Activity: Neighborhood Outreach (610710/610720)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 154,109$ 223,384$ 214,842$ 404,657$ 324,487$ 332,356$
Use Of Money And Property
Rents - 10,079 - - - -
Miscellaneous
Contrib & Donations 350 - - - - -
Misc Merchandise - 27 53 - - -
Other Misc Revenue (19) 150 - - - -
Printed Materials 233 272 71 270 70 70
Other Financial Sources
Sale Of Assets 44 - - - - -
Total Revenues 154,672$ 233,911$ 214,965$ 404,927$ 324,557$ 332,426$
Expenditures:
Personnel 114,336$ 187,078$ 171,212$ 248,000$ 237,711$ 244,843$
Services 32,561 26,280 25,851 49,063 35,683 36,397
Supplies 3,320 5,552 9,302 3,364 1,163 1,186
Capital Outlay 4,500 15,000 8,600 104,500 50,000 50,000
Total Expenditures 154,716$ 233,911$ 214,965$ 404,927$ 324,557$ 332,426$
Personnel Services - FTE 2018 2019 2020 2021 2022
Neighborhood Services Coordinator 0.70 0.70 0.70 0.70 0.70
Associate Planner 1.00 1.00 1.00 1.00 1.00
Administrative Secretary 0.25 0.25 0.25 - -
Total Personnel 1.95 1.95 1.95 1.70 1.70
Capital Outlay 2021 2022
Public Art 104,500$ 50,000$
Total Capital Outlay 104,500$ 50,000$
Activity Summary
274
Activity: Housing Inspections (610730/610740)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ 23,256$ 13,426$ -$ 64,247$ 94,921$
Licenses And Permits
Const Per & Ins Fees 626,678 792,248 810,064 1,040,000 920,000 920,000
Charges For Fees And Services
Building & Devlpmt - 25,605 49,481 25,000 40,000 40,000
Miscellaneous
Intra-City Charges - 12,726 40,097 13,000 40,000 40,000
Other Misc Revenue 5,353 6,261 16,169 6,500 10,000 10,000
Other Financial Sources
Sale Of Assets - - 19 - - -
Total Revenues 632,032$ 860,096$ 2,939,107$ 1,084,500$ 1,074,247$ 1,104,921$
Expenditures:
Personnel 536,986$ 748,819$ 778,579$ 920,519$ 918,965$ 946,534$
Services 66,620 100,856 141,770 104,435 152,782 155,838
Supplies 4,309 10,420 8,908 4,915 2,500 2,550
Capital Outlay - - - 22,000 - -
Total Expenditures 607,916$ 860,096$ 929,257$ 1,051,869$ 1,074,247$ 1,104,921$
Personnel Services - FTE 2018 2019 2020 2021 2022
Building Inspector 3.40 5.50 4.50 5.00 5.00
Housing Assistant 1.00 1.00 1.00 1.00 1.00
Housing Inspector Asst 0.50 0.50 1.50 1.50 1.50
Neighborhood Services Coordinator 0.30 0.30 0.30 0.30 0.30
Sr Housing Inspector 1.00 1.00 1.00 1.00 1.00
Total Personnel 6.20 8.30 8.30 8.80 8.80
Capital Outlay 2021 2022
Automobile 22,000$ -$
Total Capital Outlay 22,000$ -$
Activity Summary
275
Activity: Human Services (610820)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 292,501$ 300,000$ 480,412$ 605,000$ 625,250$ 637,755$
Total Revenues 292,501$ 300,000$ 480,412$ 605,000$ 625,250$ 637,755$
Expenditures:
Services 292,501$ 300,000$ 480,412$ 605,000$ 625,250$ 637,755$
Total Expenditures 292,501$ 300,000$ 480,412$ 605,000$ 625,250$ 637,755$
Activity: Iowa City Property Management (490100)*Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Royalties & Commiss -$ 4,654$ 5,602$ 4,653$ -$ -$
Total Revenues -$ 4,654$ 5,602$ 4,653$ -$ -$
Expenditures:
Personnel -$ 2,830$ 6,411$ 4,653$ -$ -$
Total Expenditures -$ 2,830$ 6,411$ 4,653$ -$ -$
* Iowa City Property Management moved to Fund 2510 starting in fiscal year 2022.
Activity Summary
Activity Summary
276
DEVELOPMENT SERVICES
The Development Services Division is responsible for facilitating the development process from
Comprehensive Planning to Annexation, Zoning and Subdivision, Site Plan, Building Permit, Building
Inspections, and Final Certificate of Occupancy. The Division is also responsible for zoning code
related inspections and enforcement; local administration of state and federal regulations such as
floodplain management regulations; historic preservation programs, administration of the Sign Code,
minor modification applications, temporary use permits, and other local permits; research,
recommendations, and developing code amendments to address City Council and/or City Manager’s
Office directives such as the Affordable Housing Action Plan, the Climate Action Plan, and the Equity
Toolkit. The Division also interacts regularly with other local organizations such as the Iowa City
Downtown District, the Iowa City Homebuilders Association, the Iowa City Area Association of
Realtors, and Friends of Historic Preservation.
Building Inspection
The Building Inspections Services staff is responsible for facilitating the Site Plan review process,
Building Permit review, Building Inspections and Final Certificates of Occupancy. Building Inspection
Services is also responsible for enforcement of codes and ordinances regulating the protection
of the public health, safety and general welfare as it relates to the built environment and
maintenance of existing structures. Review and issuance of all permits for new construction,
additions, alterations, repairs and signs is a key function. Building Inspections Services enforces the
following construction codes:
•2018 International Building / Residential Code (adopted with local amendments)
•2018 International Mechanical Code (current state adopted code)
•2018 Uniform Plumbing Code (current state adopted code)
•2018 International Fire Code (adopted with local amendments)
•2017 National Electrical Code (current state adopted code)
•2012 International Energy Conservation Code (current state adopted code)
•Accessibility Code (current federal and state adopted code; local amendments for
visitability / adaptability)
In addition to the above codes, the Building Inspection Services Office enforces the Zoning, Sign,
Nuisance, Noise, Site Plan design regulations, Floodplain Management and Construction Site
Runoff Ordinances, and provides key staff support for the Design Review Committee.
Building Inspections Services provides staffing for the Board of Appeals. The Board of Appeals
hears and decides appeals of orders, decisions or determinations made by City staff relative to the
application and interpretation of the Iowa City Building, Electrical, Mechanical, Plumbing, Fire and
Housing Codes.
Urban Planning
The Urban Planning staff promotes sustainable growth and development within the city by applying
the vision, goals, and strategies of the Comprehensive Plan (including district plans and master
plans for specific sections of the community) and administers zoning, subdivision and historic
preservation regulations. The guiding principle of these regulations and policies are to preserve and
enhance the best qualities of the city’s existing residential, commercial, and employment areas while
promoting new development opportunities that create long-term value for the community. The
277
Division fulfills state statutory requirements pertaining to zoning, development, and historic
preservation.
The Division provides staffing for the following boards and commissions, which are associated with
developmental regulations and zoning. Staffing includes preparation of agendas and information
packets, notification letters, minutes, and preparation of ordinances, resolutions and historic
preservation certificates related to proposed construction, and attendance at all meetings
•The Planning and Zoning Commission is charged with holding public discussions and
providing recommendations to City Council on development-related applications including
Comprehensive Plan updates, annexations and requests for rezonings, subdivisions and
code amendments.
•The Board of Adjustment reviews requests for special exceptions, variances and other
appeals pertaining to the zoning code.
•The Historic Preservation Commission conducts studies and implements regulations
designed to promote the preservation of historic landmarks and districts. The primary duty
of the Historic Preservation Commission is to review proposed building projects in historic
and conservation districts.
Urban Planning staff work with prospective applicants to review requirements for new development
and construction and to create solutions for properties that confront obstacles to development,
renovation, or reuse. Once an application is filed, staff reviews the proposal, coordinates feedback
from various departments, and writes reports, including recommendations to boards and
commissions. Urban Planning staff also participates in design review applications for areas such
as the Riverfront Crossings District.
HIGHLIGHTS
Recent Accomplishments:
Our work in planning, zoning, site, design review, and building code and inspection services supported
continued development interest in the Downtown and Riverfront Crossings for several projects:
•12 E. Court Street-rezoning to Riverfront Crossings with dedication of Capital Street.
•The Edge-hotel, residential and commercial new construction at the corner of Clinton and
Burlington Street
•Augusta Place- completion of a residential development 20 S. Gilbert Street
•The Crossings- Phase 4 on S. Gilbert Street
•Capstone-rezoning and design review at Prentiss and S. Gilbert Street
•Tailwinds -Historic Preservation and Redevelopment 100 block of College Street.
•Tenant finish Downtown Target Store
•Englert Theatre renovation
•National Historic District nomination of the downtown
Other accomplishments include:
•Various Iowa City School District Facilities Master Plan projects (SE Jr High, Shimek ES, City
High School, West High School, Lemme ES, Tate ES, Weber ES)
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•Brewery tenant finish-Heinz Road
•Amazon Distribution center renovation
•Configuration and Implementation of a new land use and building permit software platform
•Voluntary Historic Landmark designation of 4 properties
•Providing staff lead for the adoption of a South District Form Based Code
•Performing an analysis of the City’s growth potential to inform an update of the City-County
Fringe Area agreement
•Drafting code changes to the Riverfront Crossing District for affordable housing requirements
Division staff continues to provide a high level of customer service for complicated projects being
developed, through the planning, zoning, site, building code review and building inspections process.
Integration of activities and improved communication across the Division and with other departments
is an on-going priority.
Upcoming Challenges:
Significant staff time is involved in research and code development for initiatives such as the Affordable
Housing Action Plan, neighborhood stabilization efforts, increasing use of the Form Based Code, etc.
Addressing these initiatives while maintaining levels of service for the primary duties of development
project review, staff reports, inspections, and addressing citizen comments and complaints, can be
challenging. Upcoming special projects include:
•City-wide Comprehensive Planning and Neighborhood District Planning of ten districts to
engage with the community on key future land use and climate action goals
•Code Changes to implement Comprehensive Plan and Climate Action Plan goals including
missing middle housing integration, single-family infill standards, parking ratio changes, form-
based code district expansion, and project sustainability analysis and scoring.
•Code amendments to the Riverfront Crossings Form Based Code based on review comments
from Opticos
•Supporting the adoption of an update to the Affordable Housing Action Plan through
background analysis and potential code changes to support housing cost reductions.
•Increased enforcement of the Energy Code for building construction activity
•Assistance with program development to incentivize improved energy efficiency in new and
existing buildings in the community
Also, staff anticipates several Districts, such as the Southwest District, to see increased interest in
development over the next 5-10 years. Having a clear and current articulation of what the community
vision is in these areas will help facilitate the character and quality of this development.
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 11.30 13.30 13.30
279
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
Building Inspection Services expenditures increased by 14.7% in the fiscal year 2022 budget due to
software maintenance agreement fees for Energov and the related ITS internal service charges.
Urban Planning Services expenditures decreased by 20.6% in fiscal year 2022 primarily due to
higher consultant fees in the fiscal year 2021 budget.
280
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2016 CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
172 157 109 80 130 130
837 818 684 702 760 760
Total Value of Construction (in millions)
10 Year
Average CY 2016 CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
$169.5 $388.4 $216.8 $192.8 $231.5 $257.4 $257.4
180.8%-44.2%-11.1%20.1%11.2%11%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
0 1 0 1 1 1
20 26 16 6 17 17
6 11 4 6 7 7
2 0 6 5 3 3
9 5 3 6 6 6
3 3 2 0 2 2
2 2 2 0 2 2
6 0 5 8 5 5
48 48 38 32 42 42
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
8 7 6 13 9 9
1 0 0 0 0 0
0 0 0 0 0 0
New Single Family Dwellings
Total Building Permits
Planning & Zoning Commission
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Efficiently process construction permits to encourage economic development.
Review building permit and site plan applications to protect the health and
safety of citizens while facilitating economic development opportunities.
Board of Adjustment
Special Exceptions
Appeals
Variances
Promote sustainable growth and development within the City by applying the
vision, goals, and strategies of the Comprehensive Plan(s) and administering
zoning and subdivision regulations.
Review application proposals, coordinate feedback from various departments,
provide advice to the applicants, and write reports, including recommendations
to boards and commissions. Participate in public meetings, both formal and
informal, to communicate proposals, solicit input, and respond to questions
about the approval process.
Foster Healthy Neighborhoods and Affordable Housing Throughout the City
Annexations
Rezonings
Preliminary Plats
Final Plats
Code Amendments
Comprehensive Plan Amendments
Right-of-way Vacations
County Zoning Items
Total
281
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
0.0 7.9 0.0 35.29 80.0 40.0
13.7 171.0 80.0 72.1 72.0 36.0
1.00 0.70 26.90 0 0.00 0.00
25.21 5.08 5.30 2.75 8.00 4.00
0.00 0.00 0.00 0.00 0.00 0.00
23 67 32 83 51 51
0 1 3 0 1 1
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
20 22 20 13 18.75 18.75
12 8 6 11 9.25 9.25
12 14 18 12 14 14
9 3 0 0 3 3
17 14 8 4 10.75 10.75
6 4 7 14 7.75 7.75
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
90 102 100 96 97 97
1 6 5 2 4 4
0 0 0 0 0 0
25 30 22 24 25 25
Properties rehabed, restored, or
converted through adaptive reuse
Additional Landmarks
Additional properties in
historic/conservation districts
Board of Adjustment
Historic Preservation
Comp. Plan-related
Good Neighbor
Other public meetings
Acres Zoned Commercial / Office
Residential Lots Final Platted /
Created
Commercial Lots Final Platted /
Created
Public Meetings Staffed
Planning and Zoning
Development Activity Metrics
Acres Annexed
Acres Zoned Residential
Acres Zoned Commercial
Acres Zoned Mixed-Use / RF
Crossings
Historic Preservation Commission
Project Reviews
282
Activity: Building Inspection (610610)Fund: General (1000)
Division: Development Services Department: Neighborhood and Development Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ -$ 104,816$ 61,095$ 94,711$
Licenses And Permits
General Use Permits 9,773 14,183 7,808 14,180 7,810 7,810
Food & Liq Licenses 280 175 130 180 130 130
Professional License 2,680 2,645 2,330 2,650 2,330 2,330
Misc Permits & Lic 2,905 3,005 4,000 2,910 3,020 3,020
Const Per & Ins Fees 1,192,088 1,316,188 880,667 726,070 814,840 814,840
Charges For Fees And Services
Building & Devlpmt 435,563 437,935 279,948 318,360 278,540 278,540
Miscellaneous
Other Misc Revenue 280 3,600 350 320 350 -
Other Financial Sources
Sale Of Assets - 54 - - - -
Total Revenues 1,643,569$ 1,777,784$ 1,175,233$ 1,169,486$ 1,168,115$ 1,201,381$
Expenditures:
Personnel 735,343$ 769,460$ 808,669$ 980,239$ 990,361$ 1,020,072$
Services 135,529 143,016 154,113 149,182 171,088 174,510
Supplies 5,694 8,039 6,674 17,065 6,666 6,799
Capital Outlay - 12,300 - 23,000 - -
Total Expenditures 876,565$ 932,815$ 969,455$ 1,169,486$ 1,168,115$ 1,201,381$
Personnel Services - FTE 2018 2019 2020 2021 2022
Building Inspector 4.00 3.00 3.00 4.00 4.00
Building Inspector II - 1.00 1.00 1.00 1.00
Development Services Assistant - - - 0.50 0.50
Development Reg Specialist 1.00 1.00 1.00 1.00 1.00
Housing Inspector Asst 0.30 0.30 0.30 0.30 0.30
Development Services Coordinator 0.50 0.50 0.50 0.50 0.50
Code Enforcement Specialist 0.50 0.50 0.50 0.50 0.50
Sr Building Inspector 1.00 1.00 1.00 1.00 1.00
Total Personnel 7.30 7.30 7.30 8.80 8.80
Capital Outlay 2021 2022
Vehicle 23,000$ -$
Total Capital Outlay 23,000$ -$
Activity Summary
283
Activity: Urban Planning (610620)Fund: General (1000)
Division: Development Services Department: Neighborhood and Development Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 491,148$ 628,742$ 762,600$ 754,178$ 723,045$ 743,562$
Intergovernmental
Fed Intergovnt Rev 8,026 8,026 - - - -
Other State Grants - 3,333 - - - -
Charges For Fees And Services
Building & Devlpmt 28,650 26,315 23,470 26,320 23,470 23,470
Miscellaneous
Contrib & Donations 5,000 - - - - -
Printed Materials 8 30 13 - - -
Other Financial Sources
Loans - 134 1,494 - - -
Total Revenues 532,832$ 2,360,860$ 786,083$ 780,498$ 746,515$ 767,032$
Expenditures:
Personnel 435,793$ 454,012$ 505,638$ 541,972$ 558,678$ 575,438$
Services 95,518 209,910 277,702 231,309 183,637 187,310
Supplies 1,521 2,659 4,236 7,217 4,200 4,284
Total Expenditures 532,832$ 666,581$ 787,577$ 780,498$ 746,515$ 767,032$
Personnel Services - FTE 2018 2019 2020 2021 2022
Associate Planner 1.50 1.50 1.50 2.00 2.00
Development Services Coordinator 0.50 0.50 0.50 0.50 0.50
Historic Preservation Planner 0.50 0.50 0.50 0.50 0.50
Code Enforcement Specialist 0.50 0.50 0.50 0.50 0.50
Senior Planner 1.00 1.00 1.00 1.00 1.00
Total Personnel 4.00 4.00 4.00 4.50 4.50
Activity Summary
284
PUBLIC WORKS ADMINISTRATION
The Public Works Department is comprised of seven Divisions which operate from various
locations throughout the city. These Divisions include: Administration, Engineering, Streets,
Equipment, Resource Management, Wastewater, and Water. Engineering provides direction to
the Stormwater program.
The Administration Division includes the Public Works Facility Activity. Administration personnel
include the Public Works Director and a Program Assistant. The Division provides oversight and
support for the department’s operating divisions.
HIGHLIGHTS
• Completion of Phase I of the Public Works Facility and move-in to the building
• Completion of the Pedestrian Mall reconstruction and revision of the Sidewalk and Street
Café Policy
• Completion of the Burlington Street and Madison Street Intersection Improvements
Project
Recent Accomplishments:
• Completion of the Methane Feasibility
Study for Wastewater and the Landfill
• Final review of the Pavement
Management Plan
• Implementation of the Online Permitting
Process
• Addition of Salt Brine to the toolbox for
Winter Maintenance response
Upcoming Challenges:
• Development of the asset management
platform
• Succession planning for workforce
• Continue to develop work plan for
response to COVID 19
• Continue to develop accommodations
for the Community response to
COVID 19
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 2.00 2.00 2.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2022 budget.
Financial Highlights:
The Public Works Facility Supplies expenditures decreased by 32.7% due to a decrease in other
maintenance materials budgeted.
285
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Permits Issued CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Sidewalk Cafes 39 36 34 33 34
Street Cafes 2 3 4 3 3
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Permits Issued CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Use of ROW 10 7 6 7 6
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
License Agreements Issued 0 0 2 0 0
Promote an Inclusive and Resilient Economy Throughout the
City, Enhance Community Mobility for All Residents, Foster
Healthy Neighborhoods and Affordable Housing Throughout the
City
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Promote an Inclusive and Resilient Economy Throughout the
City, Enhance Community Mobility for All Residents, Foster
Healthy Neighborhoods and Affordable Housing Throughout the
City
Effectively facilitate and regulate sidewalk cafes within the
parameters established by the City Council.
Issue permits and provide site inspections for sidewalk and street
cafes.
Effectively regulate the use of public right-of-way necessary to
facilitate construction of building projects.
Issue permits for use of public right-of-way that facilitate
development while protecting the public interest, health and
Promote an Inclusive and Resilient Economy Throughout the
City, Enhance Community Mobility for All Residents, Foster
Healthy Neighborhoods and Affordable Housing Throughout the
City
Effectively regulate the use of public right-of-way necessary to
facilitate construction and operation of fiber
optic/telecommunications projects.
Issue license agreements for use of public right-of-way fiber
optic/telecommunications projects while protecting the public
interest, health and safety.
286
Activity: Public Works Administration (710100)Fund: General (1000)
Division: Public Works Administration Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 327,773$ 336,131$ 409,562$ 394,520$ 403,280$ 414,802$
Miscellaneous
Other Misc Revenue 775 513 3,000 510 - -
Total Revenues 328,547$ 336,644$ 412,562$ 395,030$ 403,280$ 414,802$
Expenditures:
Personnel 304,325$ 314,803$ 327,660$ 336,997$ 345,633$ 356,002$
Services 23,030 21,763 84,739 57,833 57,447 58,596
Supplies 1,192 79 163 200 200 204
Total Expenditures 328,547$ 336,644$ 412,562$ 395,030$ 403,280$ 414,802$
Personnel Services - FTE 2018 2019 2020 2021 2022
Program Asst - Pub Works 1.00 1.00 1.00 1.00 1.00
Public Works Director 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
Activity: Public Works Facility (710150)Fund: General (1000)
Division: Public Works Administration Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ 21,386$ 199,644$ 167,590$ 170,942$
Total Revenues -$ -$ 21,386$ 199,644$ 167,590$ 170,942$
Expenditures:
Services -$ -$ 11,208$ 147,644$ 132,590$ 135,242$
Supplies - - 10,178 52,000 35,000 35,700
Total Expenditures -$ -$ 21,386$ 199,644$ 167,590$ 170,942$
Activity Summary
Activity Summary
287
ENGINEERING SERVICES
The Engineering Division exists to provide the technical expertise for the design and
construction management of the public infrastructure to enhance the quality of life of our
residents. The Division also manages the public right-of-way to maintain the health, safety, and
welfare of our community, and operates the storm water utility.
The Engineering Division performs work in connection with all municipal public works
improvements including bridges, roads, water mains, sanitary sewers, and storm water systems.
Engineering staff review subdivision plans, design public works improvement projects, perform
survey work, and inspect the construction of public works projects and subdivision
improvements. Division staff also aid other departments in the design and construction of public
improvement projects.
Engineering Division functions include:
• Right-of-Way Management
• Capital Improvement Plan (CIP) Project Design
• CIP Project Construction Administration and Inspection
• Subdivision and Site Plan Review and Inspection
• Special Projects Administration and Inspection
• Mapping of Streets and Public Utilities
• Design and Construction Administration Assistance for Public Improvement Projects
HIGHLIGHTS
Recent Accomplishments:
• Substantial completion of the Ped Mall Reconstruction Project
• Substantial completion of the new Public Works Facility Phase I
• Substantial completion of the Asphalt Resurfacing 2019 Project
• Substantial completion of the Water Distribution East Pressure Zone Project
• Substantial completion of the Lower Muscatine Area Storm Sewer Improvements Project
• Substantial completion of the McCollister Boulevard Extension Project
• Substantial completion of the Gilbert Street Intersection Improvements Project
• Nearing completion of the Prentiss Street Bridge Project
• Implemented electronic/online permitting process
Upcoming Challenges:
• Close out the Iowa City Gateway Project and the Ped Mall Reconstruction Project
• Complete construction of the Asphalt Resurfacing 2020 Project
• Complete design and construction of the Riverside Drive Pedestrian Tunnel Project
• Construction of the Idyllwild Drainage Diversion Project
288
• Complete design and construction of the Second Avenue and Gilbert Street Bridge
Projects
• Construction of the American Legion Road Improvements Project
• Complete design and construction of the Landfill Water Main Extension Project and the
Melrose Avenue/IWV Road improvements Project, a joint project with Johnson County
• Complete design and construction of the First Avenue/Scott Boulevard Intersection
Improvements Project
• Complete design and construction of the Benton Street Rehabilitation Project
• Complete design and construction of the Rochester Avenue Reconstruction Project
• Complete design and construction of the Scott Boulevard Trunk Sewer Extension Project
• Complete design and construction of the Asphalt Resurfacing 2021 Project
• Complete design and construction of the Orchard Street Reconstruction Project
• Adopt SUDAS Design Standards
• Development of a right-of-way management ordinance
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 16.00 18.00 18.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
Supplies expenditures increased by 151.9% in the fiscal year 2022 budget due to minor
equipment purchases for office equipment.
289
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Accepted Public Improvements FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
# of Projects Accepted 28 19 33 24 26
# of Subdivision Accepted 7 5 2 8 4
Streets (miles)1.54 3.90 1.13 2.36 1.79
Water Main (miles)1.70 1.95 1.95 2.03 1.53
Sanitary Sewer (miles)1.54 1.21 0.68 1.74 1.03
Storm Sewer (miles)1.38 1.53 1.92 2.22 1.41
Fire Hydrants 26 35 47 36 29
Trails/Sidewalks (miles)0.58 0.41 1.97 1.30 0.85
Lift Station 0 0 0 0 0
Traffic Signals 0 0 0 2 0
Pedestrian Bridge 0 0 1 0 0
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Excavation Permits Issued 304 420 453 500 440
Sidewalk Hazards
Identified Addresses 366 264 428 275 350
Sidewalk Hazards
Identified # of Squares 819 1,127 1,444 1,130 1,200
Provide plan review and inspection to ensure safety of our citizens
and conformance to City standards when work is performed in the
City Right-of-ways.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Promote an Inclusive and Resilient Economy Throughout the City,
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Continue the investment and reinvestment in infrastructure.
Provide plan review and inspection of infrastructure which will
become City assets.
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Provide oversight of private construction on City Right-of-ways.
290
Activity: Engineering Services (710200)Fund: General (1000)
Division: Engineering Services Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 852,558$ 771,885$ 992,547$ 1,458,763$ 1,564,279$ 1,626,254$
Other City Taxes
Utility Franchise Tax 73,212 72,339 66,267 72,340 66,270 66,270
Licenses And Permits
Const Per & Ins Fees 31,772 32,987 52,015 28,750 40,000 40,000
Charges For Fees And Services
Building & Devlpmt 12,614 20,384 29,100 20,380 29,100 29,100
Miscellaneous
Other Misc Revenue 8,312 8,686 14,719 8,680 14,720 14,720
Printed Materials 272 64 139 - 140 140
Intra-City Charges 602,300 862,434 889,253 920,126 863,240 876,189
Other Financial Sources
Sale Of Assets 32 - 303 - - -
Total Revenues 1,581,073$ 1,768,779$ 2,044,343$ 2,509,039$ 2,577,749$ 2,652,673$
Expenditures:
Personnel 1,428,168$ 1,579,381$ 1,834,692$ 2,300,316$ 2,336,886$ 2,406,992$
Services 137,754 157,966 199,446 200,759 220,804 225,220
Supplies 15,151 9,183 10,204 7,964 20,059 20,460
Capital Outlay - 22,249 - - - -
Total Expenditures 1,581,073$ 1,768,779$ 2,044,343$ 2,509,039$ 2,577,749$ 2,652,673$
Personnel Services - FTE 2018 2019 2020 2021 2022
City Engineer 1.00 1.00 1.00 1.00 1.00
Assistant City Engineer - - - 1.00 1.00
Civil Engineer 2.00 2.00 2.00 2.00 2.00
Public Works Aide - - - 1.00 1.00
Construction Inspector II 2.00 2.00 2.00 2.00 2.00
Special Projects Administrator 2.00 2.00 2.00 2.00 2.00
Special Projects Inspector 2.00 2.00 2.00 2.00 2.00
Sr Construction Inspector 1.00 1.00 1.00 1.00 1.00
Sr Engineer 3.00 3.00 3.00 3.00 3.00
Sr Engineering Tech 1.00 1.00 1.00 1.00 1.00
Survey Party Chief 1.00 1.00 1.00 1.00 1.00
Utilities Technician - Eng 1.00 1.00 1.00 1.00 1.00
Total Personnel 16.00 16.00 16.00 18.00 18.00
Activity Summary
291
TRANSPORTATION SERVICES ADMINISTRATION
The Transportation Services Administration Division is located in the General Fund and is
responsible for oversight and support of the Department’s two operating divisions. This includes
the City’s Parking and Public Transit Divisions, both of which are self-supporting enterprise
funds. The Division’s budget is organized into two activities: Administration and Central
Business District (CBD) Maintenance.
Administration
Administration personnel include the Transportation Services Director, Associate
Director and a Maintenance Worker II - CBD
Central Business District (CBD) Maintenance
CBD staff provides daily grounds maintenance in the Downtown, Northside Marketplace,
City Plaza (Pedestrian Mall), City Hall and Chauncey Swan Park. CBD provides
cleanup, ambassador duties and assistance for 120+ events a year.
• Assist in preparations for special events held in the Central Business District
areas (Farmer’s Market, Summer of the Arts, ICDD, Northside Market)
• Daily sweeping and waste removal from receptacles in Downtown, Northside
Marketplace and City Plaza.
• Snow and ice removal of natural accumulations in the City Plaza, including
clearing sidewalk areas, the fire lane and a minimum of two crosswalks per half
block.
• Maintenance of site furnishings: play equipment and surfaces, trash receptacles,
bicycle racks, benches, kiosks, posting pillars, drinking fountains, trellises, the
Weather Dance Fountain, recycling units.
HIGHLIGHTS
• Pedestrian Mall reconstruction project Phase 2 completed including new seating,
new brick walkways, fountain, and reconstructed planters
Recent Accomplishments:
• Implementation of protocols to maintain safe operations with the onset of the COVID-19
pandemic
• Assisted Downtown District with expansion of outdoor eating opportunities
• Assisted Downtown District with waste management initiatives
• Assisted Downtown District with the development of temporary short-term “10 minute
pick-up/drop off” parking spaces in the CBD
• Rapid restoration of surfaces in ped mall following protests
Upcoming Challenges:
• Snow removal and maintenance of downtown alleys
292
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 3.00 3.00 3.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
CBD Maintenance Operations Supplies expenditures decreased by 53.7% in fiscal year 2022
largely due to higher other maintenance supplies and sanitary supplies expenditures in fiscal
year 2021 due to the COVID-19 pandemic.
293
Activity: Transportation Services Admin (810100)Fund: General (1000)
Division: Transportation Services Admin Department: Transportation Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
Property Taxes 3,252,022$ 3,432,534$ 3,521,269$ 3,925,894$ 4,012,523$ 4,132,899$
Other City Taxes
Gas/Electric Excise Tax 39,802 39,197 40,626 38,148 38,566 38,566
Mobile Home Tax 3,559 3,426 3,073 3,430 3,070 3,070
Intergovernmental
Property Tax Credits 88,140 89,063 88,564 112,616 91,248 91,248
Total Revenues 3,383,523$ 3,564,219$ 3,653,533$ 4,080,088$ 4,145,407$ 4,265,783$
Expenditures:
Personnel 221,204$ 324,128$ 341,728$ 382,255$ 357,300$ 368,019$
Services 3,592 4,048 5,172 4,309 5,409 5,517
Supplies - - 255 - 255 260
Total Expenditures 224,796$ 328,176$ 347,156$ 386,564$ 362,964$ 373,796$
Personnel Services - FTE 2018 2019 2020 2021 2022
Transportation/Res Mgmt Director 1.00 - - - -
Transportation Services Director - 1.00 1.00 1.00 1.00
Assoc Dir -Transportation Services 1.00 1.00 1.00 1.00 1.00
Assoc Dir - Resource Management 1.00 - - - -
Total Personnel 3.00 2.00 2.00 2.00 2.00
Activity: CBD Maintenance Operations (810200)Fund: General (1000)
Division: Transportation Services Admin Department: Transportation Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 255,807$ 284,605$ 249,667$ 270,898$ 269,486$ 275,728$
Licenses And Permits
General Use Permits 7,320 7,230 5,400 - 5,400 5,400
Other Financial Sources
Sale Of Assets 279 5,763 346 - - -
Total Revenues 263,407$ 297,598$ 255,413$ 270,898$ 274,886$ 281,128$
Expenditures:
Personnel 78,888$ 85,022$ 75,786$ 70,246$ 74,433$ 76,666$
Services 163,992 208,149 177,845 193,100 196,953 200,892
Supplies 16,676 4,427 1,782 7,552 3,500 3,570
Capital Outlay 3,850 - - - - -
Total Expenditures 263,407$ 297,598$ 255,413$ 270,898$ 274,886$ 281,128$
Personnel Services - FTE 2018 2019 2020 2021 2022
M. W. II - CBD 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
Activity Summary
Activity Summary
294
SPECIAL REVENUE FUNDS
Community Development Block Grant
HOME Grant
Road Use Tax
Other Shared Revenue
Metropolitan Planning Organization of
Johnson County (MPO)
Employee Benefits
Emergency Levy
Affordable Housing
Iowa City Property Management
Tax Increment Financing (TIF) Districts
Self-Supporting Municipal Improvement
District (SSMID) - Downtown
F
Y
2
0
2
2
295
296
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND
Community Development Block Grant (CDBG) funds are provided to the City of Iowa
City on an annual basis from the U.S. Department of Housing and Urban Development
(HUD). CDBG funds are used throughout the community to address the needs of lower
income citizens. CDBG funds may be used for a variety of activities (e.g. public services,
public facilities, housing, economic development, fair housing, and job training). Iowa
City is an entitlement city (over 50,000 in population), and receives an annual allocation
from HUD based on a formula that looks at information such as poverty rates, age of
housing stock, etc. Congress approves the program budgets annually so the City’s
allocation may change from year to year.
As part of Neighborhood Services, the Community Development office is responsible for
administering and coordinating activities relating to federal, state, and local community
development programs. This includes Community Development Block Grant (CDBG)
programs. CDBG funds are used to acquire property, construct new buildings,
rehabilitate existing buildings and owner-occupied homes, operate service agencies, and
encourage micro-enterprise development. Community Development staff coordinate
with local service agencies, small businesses, and lenders in the administration of these
programs.
The City created a citizen advisory group, the Housing and Community Development
Commission (HCDC), in 1995 to assess Iowa City’s community development needs for
housing, jobs and services for low- and moderate-income residents, and to promote
public and private efforts to meet such needs. HCDC leads the CDBG/HOME allocation
process to determine what projects will be awarded funds based on priorities established
in CITY STEPS, Iowa City’s Consolidated Plan for Housing, Jobs, and Services for Low ‐
Income Residents.
Fund Balance:
The CDBG fund has a budgeted ending fund balance of $62,184 in fiscal year 2022
versus an estimated ending fund balance of $33,704 in fiscal year 2021. This is an
increase of $28,480. The increase is due to the repayment of CDBG loans.
Revenues:
84.4% of revenue comes from Federal grants, with most of the remainder from loan
repayments. Federal grant revenue is budgeted to decrease from $1,969,169 in fiscal
year 2021 to an estimated $697,968 in fiscal year 2022, a decrease of 64.6%. This is
primarily due to the receipt of $1,097,032 in CARES Act funds in fiscal year 2021.
Expenditures:
Fiscal year 2022 expenditures represent a 60.96% decline from fiscal year 2021. This
reduction is primarily due the expenditure of the CARES Act funds in fiscal year 2021.
297
2018 2019 2020 2021 2022 2023
Actual Actual Actuals Revised Budget Projected
Fund Balance, July 1 (90,569)$ (25,935)$ -$ (17,210)$ 33,704$ 62,184$
Revenues:
Use Of Money And Property
Interest Revenues 14,161$ 18,222$ 17,268$ 18,215$ 17,265$ 17,265$
Intergovernmental
Federal Intergovernmental Revenue 555,597 628,824 522,608 1,969,169 697,968 697,968
Miscellaneous
Other Misc Revenue 1,185 3,021 6,336 13,020 16,340 16,340
Other Financial Sources
Loans 87,235 108,867 150,718 95,000 95,000 95,000
Total Revenues 658,178$ 758,935$ 696,930$ 2,095,404$ 826,573$ 826,573$
Transfers In:
Transfers In-Govt Activities -$ 2,700$ -$ -$ -$ -$
Sub-Total Transfers In -$ 2,700$ -$ -$ -$ -$
Total Revenues & Transfers In 658,178$ 761,635$ 696,930$ 2,095,404$ 826,573$ 826,573$
Expenditures:
Personnel 153,629$ 153,909$ 146,947$ 185,221$ 190,552$ 196,269$
Services 435,811 472,227 561,438 1,730,484 607,291 619,437
Supplies 2,723 1,880 2,421 749 250 255
Sub-Total Expenditures 592,163 628,016 710,805 1,916,454 798,093 815,960
Transfers Out:
Misc Transfers Out 1,380 107,684 3,335 128,036 - -
Sub-Total Transfers Out 1,380 107,684 3,335 128,036 - -
Total Expenditures & Transfers Out 593,544$ 735,700$ 714,141$ 2,044,490$ 798,093$ 815,960$
Fund Balance, June 30 (25,935)$ -$ (17,210)$ 33,704$ 62,184$ 72,796$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (25,935)$ -$ (17,210)$ 33,704$ 62,184$ 72,796$
% of Revenues -4%0%-2%2%8%9%
CDBG (2100)
Fund Summary
298
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CDBG Funds Only
FY 2018 FY 2019 FY 2020
FY 2021
Projected*
FY 2022
Estimate
Funds Spent $556,490 $726,790 $712,364 $1,228,709 $725,000
Local, State & Other Funds
Leveraged $288,500 $3,165,111 $88,803 $178,000 $150,000
Housing Units Assisted 25 93
22 19 18
Public Facilities Assisted 3 2 3 4 3
Persons Receiving Services 2,497 2,808
3,300 2,970 3,000
Businesses Assisted in
Creating Low-Moderate
Income Jobs
16 2
10 15 15
Businesses Assisted with
Façade Improvements in a
URA
1 0 0 0 0
*FY21 includes CDBG-CV funds ($410,422)
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Promote an Inclusive and Resilient Economy Throughout the
City, Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Allocate grant and City funds to serve the needs of low-to-
moderate income residents in the following areas: housing,
homelessness, and community and economic development.
Create/enhance suitable living environments, provide decent
housing, and create economic development opportunities.
299
HOME GRANT FUND
The HOME Grant Fund accounts for HOME Investment Partnerships program (HOME)
funds that are provided to the City on an annual basis from the U.S. Department of
Housing and Urban Development (HUD). HOME grant funds are given directly to states
and local governments for the exclusive use of affordable housing activities. Iowa City
is an entitlement city (over 50,000 in population), and receives an annual allocation from
HUD based on a formula that looks at information such as poverty rates, age of housing
stock, etc. Congress approves the program budgets annually so the City’s allocation
may change from year to year.
HOME funds are used throughout the community to address the housing needs of lower
income citizens. This is accomplished through:
Acquisition of land and buildings
Rehabilitation of existing housing
Tenant-based rental assistance
New construction of owner-occupied and rental housing
Fund Balance:
Budgeted fund balance at the end of fiscal year 2022 is $234,121 which is an 157.5%
increase from the fiscal year 2021 revised estimate. This is due to the budgeted
repayment and reallocation of prior of HOME loans.
Revenues:
76.9% of the HOME Grant Fund’s revenue is from federal grants with remainder coming
from loan repayments and loan interest. Budgeted federal HOME grant funding is lower
in fiscal year 2020 by $240,101 or 31.9% from fiscal year 2021 due to a large carry-
forward of federal funds in fiscal year 2021 from prior years.
Expenditures:
Fiscal year 2022 expenditures represent a 32.2% decrease from the fiscal year 2021
estimate. This decrease is primarily due to a large carry-forward of expenditures in fiscal
year 2021 from prior years.
300
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 113,005$ 191,819$ -$ (37,397)$ 90,929$ 234,121$
Revenues:
Use Of Money And Property
Interest Revenues 19,453$ 17,706$ 16,070$ 17,706$ 16,070$ 16,070$
Intergovernmental
Fed Intergovnt Rev 481,960 502,997 745,655 751,887 511,786 511,786
Miscellaneous
Other Misc Revenue - 2,297 1,251 17,920 25,000 25,000
Other Financial Sources
Loans 165,513 191,103 127,281 80,640 112,500 112,500
Total Revenues 666,926$ 714,103$ 890,256$ 868,153$ 665,356$ 665,356$
Expenditures:
Personnel 43,187$ 42,629$ 92,465$ 52,674$ 56,847$ 58,552$
Services 515,491 756,725 771,625 687,153 465,317 474,623
Supplies 147 98 - - - -
Sub-Total Expenditures 558,825 799,452 864,090 739,827 522,164 533,176
Transfers Out:
Misc Transfers Out 29,287 106,470 63,564 - - -
Sub-Total Transfers Out 29,287 106,470 63,564 - - -
Total Expenditures & Transfers Out 588,112$ 905,922$ 927,653$ 739,827$ 522,164$ 533,176$
Fund Balance, June 30 191,819$ -$ (37,397)$ 90,929$ 234,121$ 366,301$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 191,819$ -$ (37,397)$ 90,929$ 234,121$ 366,301$
% of Revenues & Transfers In 29%0%-4%10%35%55%
HOME Grant (2110)
Fund Summary
301
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
HOME Funds Only FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
Funds Spent $579,910 $904,291 $900,939 $622,533 $620,000
Local, State & Other Funds
Leveraged $322,877 $714,079 $2,025,621 $1,034,711 $80,000
Housing Units Assisted 46 16 81 52 40
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Allocate grant and City funds to provide safe, decent, affordable
housing for low-moderate income residents.
Create/enhance suitable living environments and provide decent,
affordable housing opportunities.
302
ROAD USE TAX FUND
The Road Use Tax Fund (RUTF) accounts for revenue sharing from state taxes related to
transportation (road use taxes). The City’s use of road use taxes is restricted to street and
storm sewer maintenance, repair, and construction including engineering, street lights, traffic
signs and signals, snow removal, street cleaning, right-of-way maintenance, etc.
Fund Balance:
Road Use Tax Fund’s fund balance on June 30, 2021 is projected to be $2,910,064, a decrease
of $637,859 or 17.98% from the fiscal year 2020 year-end balance. This decrease is primarily
due to a decrease in Road Use Tax revenue stemming from COVID-19 and an increase in
Streets System Maintenance expenditures.
The fiscal year 2022 estimated fund balance is budgeted to decrease by another $93,528 to
$2,816,536. This decrease is a result of not including an increase in the fiscal year 2022 Road
Use Tax revenues that was expected. This is due to the difficulties of conducting the 2020
census during the COVID-19 pandemic.
(1) FY21 - FY23 figures are estimates.
The Road Use Tax Fund borrowed $1.4 million from the Landfill Cell Replacement Reserve
during fiscal year 2019 to help construct portions of the new Public Works Facility. The
following is a summary of that loan:
Loan Date Loan Amount
Final
Payment
Principal
Outstanding as
of 6/30/21
Total
Payment
FY22
FY22
Principal
FY22
Interest
2019 Public Works
Facility Loan 6/30/2019 $ 1,400,000 2036 $ 1,274,667 $ 93,172 $ 74,561 $ 18,611
FY2018 FY2019 FY2020 FY2021 FY2022 FY2023
Unassigned $3,893,383 $3,363,436 $3,547,923 $2,910,064 $2,816,536 $2,719,535
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
Fund Balance (1)
303
Revenues:
Road use taxes include gasoline taxes, weight taxes, and license fees collected through the
State and deposited into the Iowa Road Use Tax Fund. Road use taxes are allocated to cities
on a per capita basis based on the U.S. Census Bureau figures, which are updated every ten
years. Under the current distribution formula, receipts into the RUTF are distributed according
to a formula of 47.5 percent for the state primary road system, 24.5 percent for secondary
county roads, 8 percent for farm-to-market county roads, and 20 percent for city streets. In
March 2015, a $.10 per gallon fuel excise tax increase was passed by the State.
In 2008, an additional source of state revenue was established through legislation creating a
separate “TIME-21” funding stream. This revenue is dedicated primarily to maintenance and
construction of certain primary highways in the state (60 percent), but also of secondary roads
(20 percent) and municipal streets (20 percent). The new revenue stream was created by
changing certain vehicle registration fees and schedules and by increasing trailer and title fees.
In fiscal year 2022, Road Use Tax Fund revenues are projected to be over $9.16 million, which
is a 3.89% increase over the fiscal year 2021 estimated revenue. Road Use Tax Fund
revenues are expected to take a slight decrease during fiscal year 2021 due to the COVID-19
pandemic. We are expecting the revenues to bounce back in fiscal year 2022, but no additional
revenue is budgeted as a result of the 2020 census. Road Use Tax shared revenue represents
99% of the revenue in the Road Use Tax Fund.
Expenditures:
Fiscal year 2022 budgeted expenditures, excluding transfers out, are lower than fiscal year
2021 expenditures by 1.75%. This decrease is primarily due to a decrease in Streets System
Maintenance expenditures particularly in capital outlay.
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected
Revenue Trends
Intergovernmental Charges for Services Miscellaneous Other Financial Sources
304
Long-term Projections:
Future revenues for the Road Use Tax Fund are projected to increase only 1% each year. The
City’s population has grown substantially since the last census, but due to uncertainty
surrounding the 2020 census, revenue projections were done conservatively.
Future expenditures are projected with the assumptions that personnel related expenditures will
grow at a 3% rate annually and services and supplies will grow at a 2% rate annually.
The structural deficit projected in the fund may have to be addressed through expenditure or
capital funding cuts if the census results upon which the Road Use Tax revenues are calculated
do not grow as originally anticipated.
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected
Expenditure Trends
Personnel Services Supplies Capital Outlay
305
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 5,714,241$ 3,893,383$ 3,363,436$ 3,547,923$ 2,910,064$ 2,816,536$
Revenues:
Intergovernmental
Disaster Assistance 1,388$ -$ -$ -$ -$ -$
Road Use Tax 8,426,502 8,820,138 9,163,303 8,820,140 9,163,300 9,254,933
Charges For Fees And Services
Building & Devlpmt 18,090 37,814 68,359 37,810 40,000 40,000
Miscellaneous
Other Misc Revenue 93,917 97,569 111,460 77,750 90,200 90,200
Other Financial Sources
Sale Of Assets 46 426 - - - -
Sub-Total Revenues 8,539,943 8,955,947 9,343,122 8,935,700 9,293,500 9,385,133
Transfers In:
Transfers In-Govt Activities 427,642 451,026 507,510 622,793 631,319 650,259
Sub-Total Transfers In 427,642 451,026 507,510 622,793 631,319 650,259
Total Revenues & Transfers In 8,967,585$ 9,406,973$ 9,850,631$ 9,558,493$ 9,924,819$ 10,035,392$
Expenditures:
Road Use Tax Administration 83,241$ 83,316$ 124,389$ 103,103$ 101,787$ 103,823$
Sidewalk Inspection 32,139 121,711 93,923 119,990 130,878 131,827
Traffic Engineering 1,288,805 1,563,535 1,391,771 1,347,787 1,338,923 1,378,231
Streets System Maintenance 4,655,238 4,885,145 4,931,255 5,347,948 5,143,821 5,351,506
Sub-Total Expenditures 6,059,424 6,653,708 6,541,337 6,918,828 6,715,409 6,965,387
Transfers Out:
Capital Projects Fund 4,448,639 2,954,873 2,707,360 2,797,000 2,797,000 2,647,000
Interfund Loan Repayment to Landfill - - 51,881 73,452 74,561 75,687
Misc Transfers Out 280,379 328,340 365,566 407,072 431,377 444,318
Sub-Total Transfers Out 4,729,018 3,283,213 3,124,807 3,277,524 3,302,938 3,167,005
Total Expenditures & Transfers Out 10,788,442$ 9,936,921$ 9,666,144$ 10,196,352$ 10,018,347$ 10,132,392$
Fund Balance, June 30 3,893,383$ 3,363,436$ 3,547,923$ 2,910,064$ 2,816,536$ 2,719,535$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 3,893,383$ 3,363,436$ 3,547,923$ 2,910,064$ 2,816,536$ 2,719,535$
% of Revenues & Transfers In 43%36%36%30%28%27%
Road Use Tax (2200)
Fund Summary
306
STREETS OPERATIONS
The mission of the Streets Division is to provide a high quality driving surface on city streets and
bridges during all seasons of the year, and to maintain and optimize traffic control to
accommodate efficient and safe traffic movement.
The division’s budget is organized into four activities: Road Use Tax Administration, Traffic
Engineering, Streets System Maintenance, and Sidewalk Inspection. The Road Use Tax Fund
accounts for the activity of the Streets Division.
Road Use Tax Administration
Road Use Tax Administration accounts for Road Use Tax receipts, receipt of the Streets
Division’s portion of the Employee Benefits Levy, and costs associated with an annual
audit and loss reserve payment.
Sidewalk Inspection
Iowa City is divided into ten geographical areas for sidewalk inspection. Each year, the
sidewalks in one of these ten areas are thoroughly inspected in accordance with the
criteria established by the City Engineer to determine if sidewalk repairs are necessary.
Traffic Engineering
Traffic Engineering staff coordinate and maintain traffic signals; pedestrian signs and
signals; lane line painting for traffic, bicycles, and pedestrians; street lighting and poles;
banners; specialty bridge lighting; locating City utilities; and plan review and coordination
for projects.
Streets System Maintenance
Street crews provide maintenance and repair of the City’s concrete, asphalt, and brick
streets; provide maintenance and repair to culverts, catch basins, and other City right of
way property; street sweeping, leaf vacuuming, and snow plowing.
HIGHLIGHTS
• The Streets Division assists with traffic control, electrical repairs, lighting repairs, hanging
banners and hanging decorations for special events and holidays.
• All traffic signals are maintained and repaired. On-call staff responds to traffic signal
malfunctions and complaints.
• The Streets Division replaces many broken concrete street panels and repairs many
damaged storm sewer structures throughout the City each year.
• Response time to the majority of potholes reported during regular business hours is no more
than two hours.
• The Streets Division paints all pavements markings each construction season and refreshes
the lane markings on major streets in the fall.
307
• The Streets Division repairs all damaged street signage and installs new signage.
• The Streets Division clears debris and tree growth from bridges and box culverts throughout
the City.
• The Leaf Vacuum Program serves all Iowa City residences and businesses that are
adjacent to public streets.
• The Streets Division clears snow and ice from approximately 495 lane miles of City streets.
The Division also removes snow from the downtown area and coordinates the hauling of the
snow to a designated dump site.
• The entire street network is swept at least four times per season including additional passes
of bicycle lanes.
• Streets in the downtown area are swept every Thursday evening into Friday morning during
spring, summer, and fall seasons. City alleys in the downtown area are swept every Monday
morning during spring, summer, and fall seasons. The Kinnick Stadium area is swept after
home football games.
Recent Accomplishments:
• Patched approximately 4,945 potholes and
replaced 195 street panels in fiscal year
2020
• Leaf program picked up 516 loads totaling
1,290 tons in fiscal year 2020
• Replaced 946 street signs in fiscal year
2020 to comply with Federal retro-
reflectivity requirements.
• Completed five street sweeping passes of
the entire street network.
• Street sweeping program picked up 169
loads totaling 1,079 tons in fiscal year 2020
• Sprayed all pavement markings including a
second fall application on major streets.
• Assisted with the cleanup after the 8-10-
2020 Derecho Event.
• Responded to City needs during the
protests.
• Assisted other Divisions and Departments
with tasks such as; sign installations, water
main breaks, traffic control setup, erosion
control, tree removal, and concrete
projects.
• Moved into the new PW building.
• Brine maker and blending station
completed.
Upcoming Challenges:
• Limited road use tax revenues
inhibit adequate preventive street
maintenance.
• Deferred maintenance will result in
poorer pavement quality and
increased demand for patching and
temporary repairs.
• Completing existing work
assignments such as pavement
repairs, leaf collection, and snow
plowing with current revenue and
resource levels
• More bike lanes and cross walks to
maintain.
• Maintenance on the new Public
Works Facility
• Integrating brine into the snow
removal/ice control operations.
• To construct covered bunkers to
store sand/salt
• Upgrading unsupported Autoscope
controlled intersections
• Additional specialty lighting and
banners to manage and maintain
• To install PTZ cameras at all
signalized intersections.
308
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 32 32 32
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
In fiscal year 2022, the Streets division will be contracting to have stored concrete crushed into
rock. This cost will be shared with the Landfill, the Water division, and Parks Maintenance. The
cost of this will be offset by reduced purchases of rock. Although the cost is similar, there will
be reduced carbon emissions from the hauling of rock and the disposal of concrete.
Financial Highlights:
Streets System Maintenance expenditures decreased in fiscal year 2022 by $204,127 or 3.8%
primarily due to a decrease in Capital Outlay expenditures.
Streets System Maintenance Capital Outlay expenditures include $22,000 for a new message
board and Traffic Engineering expenditures include $10,000 for a sign cutter and $82,000 for
traffic signal equipment.
Road Use Tax revenues are projected to increase at only 3.9% in fiscal year 2022 versus fiscal
year 2021 despite the completion of the 2020 census. This is due to the uncertainty of the
census outcome as a result of the COVID-19 pandemic.
309
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
1,207 976 946 1,000 1,000
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Dump Truck Loads of Sweeping Debris
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
177 250 169 190 190
1,416 2,224 1,079 1,520 1,520
Leaf Vacuum Pickup Season - Packer Truck Loads of Leaves
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
21 13 46 40 40
168 104 368 320 320
Leaf Vacuum Pickup Season - Dump Truck Loads of Leaves
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
560 445 516.25 525 525
1,400 1,113 1290.63 1,312 1,312
Number of Loads
Tons
Number of Loads
Tons
Tons
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strengthen Community Engagement and Intergovernmental
Relations
Meet Retro-reflectivity Standards.
Continue sign replacements.
Signs Replaced
Foster Healthy Neighborhoods and Affordable Housing Throughout
the City, Strengthen Community Engagement and Intergovernmental
Relations
Provide Street Sweeping/Cleaning of Public Streets and Leaf
Removal to Residents & Businesses.
Efficiently Sweep & Clean Public Streets and Continue Leaf Vacuum
Program.
Number of Loads
310
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Input Measures: Materials Used/Miles of Street Maintained
5 Year
Average FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Concrete (yards)1,594.71 1,528.31 1,547.75 1751.25 1,850 1,850
Asphalt (tons)404.36 261.90 571.11 445.05 550 550
Rock (tons)1,480.28 1,549.53 1,155.78 2,028.96 2,000.00 2,000.00
Streets (miles)293 290 294 295 296 298
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
2,850 6,344 4,945 6,000 6,000
165 172 195 205 205
Foster Healthy Neighborhoods and Affordable Housing Throughout
the City, Promote an Inclusive and Resilient Economy Throughout
the City
Provide Street Maintenance & Repairs.
Efficiently Maintain & Repair Public Streets.
Workload Measures
Potholes Patched
Street Panels –
Removal/Replacement
311
Activity: Road Use Tax Administration (710310)Fund: Road Use Tax (2200)
Division: Streets Operations Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Intergovernmental
Road Use Tax 8,426,502$ 8,820,138$ 9,163,303$ 8,820,140$ 9,163,300$ 9,254,933$
Transfers In-Govt Activities 427,642 451,026 507,510 622,793 631,319 650,259
Total Revenues & Transfers In 8,854,144$ 9,271,164$ 9,670,813$ 9,442,933$ 9,794,619$ 9,905,192$
Expenditures:
Services 83,241$ 83,316$ 124,389$ 103,103$ 101,787$ 103,823$
Total Expenditures 83,241$ 83,316$ 124,389$ 103,103$ 101,787$ 103,823$
Activity: Sidewalk Inspection (710220)Fund: Road Use Tax (2200)
Division: Streets Operations Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Building & Devlpmt 18,090$ 37,814$ 68,359$ 37,810$ 40,000$ 40,000$
Total Revenues 18,090$ 37,814$ 68,359$ 37,810$ 40,000$ 40,000$
Expenditures:
Personnel 6,358$ 11,933$ 12,719$ 20,475$ 23,136$ 23,830$
Services 3,210 6,736 3,204 14,071 12,298 12,544
Supplies 55 435 313 444 444 453
Capital Outlay 22,517 102,607 77,686 85,000 95,000 95,000
Total Expenditures 32,139$ 121,711$ 93,923$ 119,990$ 130,878$ 131,827$
Capital Outlay 2021 2022
Sidewalk And R.O.W. Repairs 85,000$ 95,000$
Total Capital Outlay 85,000$ 95,000$
Activity Summary
Activity Summary
312
Activity: Traffic Engineering (710320)Fund: Road Use Tax (2200)
Division: Streets Operations Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Miscellaneous
Other Misc Revenue 48,200$ 41,386$ 40,690$ 28,690$ 29,480$ 29,480$
Other Financial Sources
Sale Of Assets - 426 - - - -
Total Revenues 48,200$ 41,812$ 40,690$ 28,690$ 29,480$ 29,480$
Expenditures:
Personnel 470,377$ 501,177$ 533,051$ 568,304$ 636,953$ 656,062$
Services 555,089 440,297 489,968 462,406 472,951 482,410
Supplies 190,336 224,797 134,056 160,077 137,019 139,759
Capital Outlay 73,004 397,265 234,697 157,000 92,000 100,000
Total Expenditures 1,288,805$ 1,563,535$ 1,391,771$ 1,347,787$ 1,338,923$ 1,378,231$
Personnel Services - FTE 2018 2019 2020 2021 2022
Electrician - Traffic Eng 2.00 2.00 2.00 2.00 2.00
Electronics Tech/Traffic Eng 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Capital Outlay 2021 2022
Paint Traffic Signal Poles 35,000$ -$
Paint Light Poles 30,000 -
Sign Cutter - 10,000
Paint Machine 10,000 -
Traffic Signal Equipment 82,000 82,000
Total Capital Outlay 157,000$ 92,000$
Activity Summary
313
Activity: Streets System Maintenance (710330)Fund: Road Use Tax (2200)
Division: Streets Operations Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Disaster Assistance 1,388$ -$ -$ -$ -$ -$
Miscellaneous
Other Misc Revenue 45,716 56,183 70,770 49,060 60,720 60,720
Other Financial Sources
Sale Of Assets 46 - - - - -
Total Revenues 47,150$ 56,183$ 70,770$ 49,060$ 60,720$ 60,720$
Expenditures:
Personnel 2,488,765$ 2,585,629$ 2,598,069$ 2,795,229$ 2,724,899$ 2,806,646$
Services 1,416,824 1,539,614 1,446,504 1,755,547 1,659,255 1,692,440
Supplies 487,741 718,833 754,963 646,962 737,667 752,420
Capital Outlay 261,908 41,069 131,718 150,210 22,000 100,000
Total Expenditures 4,655,238$ 4,885,145$ 4,931,255$ 5,347,948$ 5,143,821$ 5,351,506$
Personnel Services - FTE 2018 2019 2020 2021 2022
Asst Streets Superintendent 1.00 1.00 1.00 1.00 1.00
M.W. II - Signs 1.00 1.00 - - -
M.W. I - Streets 8.00 8.00 8.00 8.00 8.00
M.W. II - Streets 7.00 7.00 7.00 7.00 7.00
M.W. III - Streets 7.00 7.00 7.00 7.00 7.00
M.W. III - Lead Sweeper Operator 1.00 1.00 1.00 1.00 1.00
Signs & Pavement Markings Technician - - 1.00 1.00 1.00
Sr Clerk/Typist - Streets 1.00 1.00 1.00 1.00 1.00
Sr M.W. - Streets 2.00 2.00 2.00 2.00 2.00
Streets Superintendent 1.00 1.00 1.00 1.00 1.00
Total Personnel 29.00 29.00 29.00 29.00 29.00
Capital Outlay 2021 2022
Hotbox 79,710$ -$
Message Board - 22,000
Brine Swap Loader Roll-off (2)40,000 -
Snow Plow Blade 3,500 -
Power Screed 12,000 -
Broom/bucket for Skid Steer Loader 6,000 -
Equipment GPS Tracking Hardware 9,000 -
Total Capital Outlay 150,210$ 22,000$
Activity Summary
314
OTHER SHARED REVENUE FUND
This fund accounts for federal, state, local, and private grants, including Hazard Mitigation Grant
Project (HMGP) Buyout, Supplemental Community Development Block Grants (CDBG), and
Invest Health. Individual programs may provide public assistance for business and residential
flood recovery efforts, the acquisition and removal of properties within the flood plain, down
payment assistance for owner-occupied affordable housing, and a variety of other purposes to
improve living and housing in Iowa City. The City’s role in many of grant programs is to manage
pass-through grants and distribute them to Iowa City businesses and residents.
Currently active grants:
Invest Health: This is an initiative that brings together diverse leaders from mid-sized
U.S. cities across the nation to develop new strategies for increasing and leveraging
private and public investments to accelerate improvements in neighborhoods facing the
biggest barriers to better health. The City received $60,000 in fiscal year 2016 and has
been spending down proceeds slowly in the past three fiscal years. This grant is
expected to be completed in fiscal year 2021.
Hazard Mitigation Grant Project (HMGP) Buyout: The City received a flood mitigation
buyout grant to purchase and remove three homes in the flood plain in fiscal year 2017.
The federal grant share is $1,153,761, the State of Iowa’s share is $146,871, and the
City’s share will be $224,042. The City’s share may be in kind or in cash and is shown
as a transfer-in from the General Fund. The total project is $1,524,674. The City has
received prior HMGP grants as well. This grant was completed in fiscal year 2018.
No grant or project activity is budgeted for fiscal year 2022.
315
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 82,485$ 3,968$ (17,584)$ 2,639$ 2,639$ 2,639$
Revenues:
Intergovernmental
Fed Intergovnt Rev 201,484$ -$ 12,500$ -$ -$ -$
Operating Grants - - - - - -
Disaster Assistance 26,865 - - - - -
Miscellaneous
Contrib & Donations 41,740 8,333 - 39,927 - -
Sub-Total Revenues 270,089 8,333 12,500 39,927 - -
Transfers In:
Misc Transfers In (15,185) - 9,533 - - -
Sub-Total Transfers In (15,185) - 9,533 - - -
Total Revenues & Transfers In 254,904$ 8,333$ 22,033$ 39,927$ -$ -$
Expenditures:
Personnel 1,409$ 2,634$ 458$ -$ -$ -$
Services 124,107 26,554 1,351 39,927 - -
Supplies 4,905 697 - - - -
Capital Outlay 203,000 - - - - -
Sub-Total Expenditures 333,421 29,885 1,810 39,927 - -
Total Expenditures 333,421$ 29,885$ 1,810$ 39,927$ -$ -$
Fund Balance, June 30 3,968$ (17,584)$ 2,639$ 2,639$ 2,639$ 2,639$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 3,968$ (17,584)$ 2,639$ 2,639$ 2,639$ 2,639$
% of Revenues & Transfers In 2% -211% 300% 200%100%400%
Other Shared Revenue (2300)
Fund Summary
316
METROPOLITAN PLANNING ORGANIZATION (MPOJC)
OF JOHNSON COUNTY
The Metropolitan Planning Organization (MPOJC) of Johnson County Fund is a special
revenue fund that accounts for the operations of the MPO.
Funding for the MPOJC is derived from multiple sources including the City’s General
Fund and the Road Use Tax Fund. Contributions are also received from the MPOJC’s
other government members in Johnson County and from State of Iowa grants.
Fund Balance:
The MPOJC’s fund balance is expected to hold fairly steady from fiscal year 2020 and
fiscal year 2022. There is only a slight decrease in fund balance expected totaling
$18,956 or 4.36% over that time period.
Revenues:
Revenues and transfers in for fiscal year 2022 are expected be higher than fiscal year
2021 by $33,923 or 8.96%. This is due to an increase in transfers-in from the General
Fund and Road Use Tax Fund totaling $33,794.
Expenditures:
Expenditures are also higher in fiscal year 2022 by $29,135 or 3.7%. Personnel
expenditures account for 81.9% of MPOJC budgeted expenditures.
317
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 256,738$ 262,063$ 354,968$ 434,367$ 422,495$ 415,411$
Revenues:
Use Of Money And Property
Interest Revenues 2,887$ 6,613$ 5,891$ 4,000$ 4,000$ 4,000$
Intergovernmental
Fed Intergovnt Rev 51,500 230,000 230,000 230,000 230,000 230,000
Local 28E Agreements 110,774 135,308 147,187 153,617 154,796 170,276
Other State Grants 148,500 - - - - -
Miscellaneous
Other Misc Revenue 6,794 6,550 10,529 6,550 5,500 5,500
Other Financial Sources
Sale Of Assets 4 32 - - - -
Sub-Total Revenues 320,459 378,503 393,607 394,167 394,296 409,776
Transfers In:
Transfer-In from General Fund and RUT 276,205 333,028 352,210 378,577 412,371 424,742
Sub-Total Transfers In 276,205 333,028 352,210 378,577 412,371 424,742
Total Revenues & Transfers In 596,664$ 711,530$ 745,817$ 772,744$ 806,667$ 834,518$
Expenditures:
Metro Planning Org of Johnson County 591,338$ 618,626$ 666,417$ 784,616$ 813,751$ 836,692$
Total Expenditures 591,338$ 618,626$ 666,417$ 784,616$ 813,751$ 836,692$
Fund Balance, June 30 262,063$ 354,968$ 434,367$ 422,495$ 415,411$ 413,237$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 262,063$ 354,968$ 434,367$ 422,495$ 415,411$ 413,237$
% of Revenues and Transfers In 44%50%58%55%51%50%
Metro Planning Organization of Johnson County (2350)
Fund Summary
318
METROPOLITAN PLANNING ORGANIZATION (MPO)
OF JOHNSON COUNTY OPERATIONS
It is the mission of the Metropolitan Planning Organization (MPO) of Johnson County to fulfill state
and federal requirements necessary to receive state and federal transportation capital and
operating funds; to conduct transportation and traffic studies related to public and private
development projects; to provide traffic data collection and analysis services, prepare and
administer transportation-related grants; and serve as a body for regional policy and project-
related discussions.
Metropolitan Planning Organization (MPO) designations are made by the Governor of the State
of Iowa. The MPO of Johnson County serves the Iowa City Urbanized Area, which includes Iowa
City, Coralville, North Liberty, Tiffin, University Heights and the University of Iowa. The MPO
coordinates planning efforts for all of Johnson County in: transportation planning, data collection
and analysis, and assistance to small communities. Member agencies outside of the Iowa City
Urbanized Area include Johnson County, Hills, Lone Tree, Oxford, Shueyville, Solon, and
Swisher.
The MPO fulfills federal requirements involving the transportation planning process in order to
maintain eligibility for grant programs through the Federal Transit Administration (FTA) and
Federal Highway Administration (FHWA). The "3-C" transportation planning process consists of
a comprehensive, coordinated and continuing planning effort for all modes of transportation.
Projects include short and long-range transportation plans, corridor studies, intersection analyses,
survey reports, and review of development projects. The MPO also prepares state and federal
grant applications and fulfills the associated administration and regulation compliance.
In past years, the MPO has also facilitated discussion on regional issues including a fire protection
mutual aid agreement, joint animal control facilities, a Joint Emergency Communications Center,
and affordable housing issues.
Although funding is received from all MPO members, the MPO is organized under the City of Iowa
City. Through a 28(e) agreement, staff provides assistance to the other members of MPOJC. This
provides for cost-effective sharing of clerical, accounting, office space and vehicle pool
expenditures.
HIGHLIGHTS
Recent Accomplishments:
Completion of the fiscal year 2020 Transportation Planning Work Program & adoption of
the fiscal year 2021 Work Program
Completion of the MPO Fiscal Year 2021-2024 Transportation Improvement Program
and acceptance by the Iowa DOT, Federal Transit Administration, and Federal Highway
Administration.
319
Completion of the year-end National Transit Database Annual Reports for Iowa City and
Coralville Transit and University of Iowa Cambus system
Allocation and programming of more than $10.5 million in surface transportation
infrastructure and transit operating funds.
Allocation and programming of more than $8.3 million in ‘Coronavirus Aid, Relief, and
Economic Security’ (CARES) Act funding for local transit agencies.
Completion and adoption of the 2019 Urbanized Area Bike Master Plan
Upcoming Challenges:
Completion of the year-end National Transit Database Annual Reports for Iowa City and
Coralville Transit and University of Iowa Cambus system
Completion of the MPO Fiscal Year 2022-2025 Transportation Improvement Program
and acceptance by the Iowa DOT, Federal Transit Administration, and Federal Highway
Administration
Completion of the fiscal year 2021 Transportation Planning Work Program & adoption of
the fiscal year 2022 Work Program
Completion and adoption of the MPO Long Range Transportation Plan revision by the
Iowa DOT, Federal Transit Administration, and Federal Highway Administration.
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 5.20 5.20 5.20
Staffing Level Change Summary:
There are no staffing level changes proposed for fiscal year 2022.
Service Level Change Summary:
There are no service level changes proposed for fiscal year 2022.
Financial Highlights:
The fiscal year 2022 budgeted expenditures increased by 3.9% over fiscal year 2021 primarily
due to increases in wages and benefits.
320
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods throughout the City, Promote
a Strong and Resilient Local Economy, Encourage a Vibrant
and Walkable Urban Core, Maintain a Solid Financial
Foundation, & Enhanced Community Engagement and
Intergovernmental Relations
To improve residents’ lives in the community by improving
transportation safety, and increasing the percentage of
commuters walking, biking, or using public transit.
Provide transportation (private vehicle, transit, bicycle and
pedestrian) planning services including data collection,
analysis, grant application and administration, development
review, long range planning, traffic studies, traffic modeling,
and coordination with other local governments including the
University of Iowa, Iowa Department of Transportation,
Federal Transit Administration and the Federal Highway
Administration.
and approved by the Federal Highway Administration, Federal Transit Administration and/or Iowa
Department of Transportation. MPO staff provide planning, programming, and administrative
efforts to complete these documents to ensure that Iowa City remains eligible to receive federal
transportation funding, including transit capital and operation funds, streets and trails infrastructure
funds, and discretionary grant funds.
Long Range Transportation Plan
(required every 5 yrs.)
Transportation Planning Work
Program
Federal and State Requirements: Following are formal documents required to be completed
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
Passenger Transportation Plan
Transportation Improvement
Program
321
*Average of CY 2016-2019
Major Injury 17 17 9
1,424 1,363
Fatal 3 0
14
102 116
1,095 1,073 1,065
218 195
**Estimated
Grant Awards Received for Iowa City: Grant awards are pursued to help fund and achieve
FY 2021
Projected
$1,011,360
STBG funds for
Burlington St
Pavement
Rehab/Widen
$1,315,860
STBG funds for
Benton Street
Rehabilitation
$438,000 TAP
funds for Hwy 6
Trail
FY 2022
Estimate
$3,750,000
STBG funds for
Dodge Street
Reconstruction
$438,000 TAP
funds for HWY 6
Trail
Construction
$1,000,000
STBG-HBP
funds for Gilbert
St Bridge
Replacement
$444,000 STBG-
HBP funds for
2nd Ave Bridge
Replacement
FY 2019FY 2018
$1,487,897
Federal Transit
Grant for Iowa
City Transit*
$1,752,119
Federal Transit
Grant for Iowa
City Transit*
$1,822,204
Federal Transit
Grant for Iowa
City Transit*
Iowa City’s Capital Improvements Program priorities.
FY 2020
$1,822,204
Federal Transit
Grant for Iowa
City Transit**
$1,582,896
Federal Transit
Grant for Iowa
City Transit*
2
1,414
107
14
2
1,414
92
Totals 1,461
2
107
*Includes all planning & legal documents, grant preparation & administration, & IDOT/FTA reporting
CY 2019 CY 2021
Estimate
1,069
Minor Injury
222
CY 2020
Projected*
1,069
222
Vehicle Collisions: Includes all reported vehicle collisions where property damage exceeded
$1,000 or where an injury occurred. Department objective is to have zero fatalities.
Transportation Safety (Vehicle
Collisions)CY 2017 CY 2018
Possible/Unknown Injury 244
Property Damage Only
322
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
*Average of CY 2016-2019
*Average of CY 2016-2019
4
0
47
4
0
47
1
1
17
2525
17
CY 2017 CY 2018 CY 2019
CY 2020
Projected
CY 2021
Estimate
CY 2017
4,760
2.09
CY 2018
4,728
2.08
CY 2019
4,803
2.10
Bicycle & Pedestrian Collisions: Includes all reported collisions involving bicycles or pedestrians.
Metric tonnes of Vehicle CO2e
Per Capita
Total Vehicle Miles Traveled
Per Capita
CY 2020
Projected*
4,671
2.04
CY 2021
Estimate*
4,671
2.04
Totals
Transportation Safety (Bicycle &
Pedestrian Collisions)
Department objective is to have zero fatalities.
per capita within corporate limits. Reducing vehicle miles traveled and subsequent greenhouse
emissions is an objective of the Transportation Planning Division.
Fatal
Provide transportation (private vehicle, transit, bicycle and
pedestrian) planning services including data collection, analysis,
grant application and administration, development review, long
range planning, traffic studies, traffic modeling, and coordination
with other local governments including the University of Iowa, Iowa
Department of Transportation, Federal Transit Administration and
the Federal Highway Administration.
To improve residents’ lives in the community by improving
transportation safety, and increasing the percentage of commuters
walking, biking, or using public transit.
Foster Healthy Neighborhoods throughout the City, Promote a
Strong and Resilient Local Economy, Encourage a Vibrant and
Walkable Urban Core, Maintain a Solid Financial Foundation, &
Enhanced Community Engagement and Intergovernmental
Relations
Property Damage Only
Possible/Unknown Injury
Minor Injury
Major Injury
1
23
24
53
0
25
28
5
0
58
0
12
28
3
0
43
1
4
Vehicle Miles Traveled & Emissions Per Capita : Vehicle miles traveled and CO2 emissions
323
Mode Split - Commuting to Work: Includes all workers 16 years or older by primary means of
6.0 7.3 9.9 8.66.9
2.2
10.7
0.8
Bike
Walked
*Includes CTPP data from 2000. ** Includes 3-year American Community Survey data.
Taxi, Motorcycle and other means
Worked at Home
2.6
10.4
1.5
2.1
3.7
16.0
1.2
3.5
3.5
15.7
1.6
1.7
11.1
0.4
1.7 4.22.0
2 or more person carpool
Drove alone
Travel to Work (%)
public transit.
CY 2000*
65.3
13.7
CY 2012**
63.6
12.6
CY 2015**
57.0
8.9
CY 2018**CY 2009**
63.1
14.3
58.0
8.4
travel to work. Department objective is to increase the mode split for walking, biking, or use of
Transit
324
Activity: Metro Planning Org of Jo Co (610810)Fund: Metro Planning Org Of Johnson Cnty (2350)
Division: Metro Planning Org of Jo Co Department: Neighborhood and Development Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Use Of Money And Property
Interest Revenues 2,887$ 6,613$ 5,891$ 4,000$ 4,000$ 4,000$
Intergovernmental
Fed Intergovnt Revenue 51,500 230,000 230,000 230,000 230,000 230,000
Local 28E Agreements 110,774 135,308 147,187 153,617 154,796 170,276
Other State Grants 148,500 - - - - -
Miscellaneous
Other Misc Revenue 6,794 6,550 10,529 6,550 5,500 5,500
Other Financial Sources
Sale Of Assets 4 32 - - - -
Transfer-In from General Fund and RUT 276,205 333,028 352,210 378,577 412,371 424,742
Total Revenues & Transfers In 596,664$ 711,530$ 745,817$ 772,744$ 806,667$ 834,518$
Expenditures:
Personnel 461,062$ 495,221$ 547,022$ 640,337$ 666,629$ 686,628$
Services 120,118 120,183 108,173 131,745 135,981 138,701
Supplies 10,159 3,221 11,223 12,534 11,141 11,364
Total Expenditures 591,338$ 618,626$ 666,417$ 784,616$ 813,751$ 836,692$
Personnel Services - FTE 2018 2019 2020 2020 2022
Administrative Secretary 0.20 0.20 0.20 - -
Development Services Assistant - - - 0.20 0.20
Associate Planner 2.50 3.00 3.00 3.00 3.00
Sr. Associate Planner 1.00 1.00 1.00 1.00 1.00
MPO Director 1.00 1.00 1.00 1.00 1.00
Total Personnel 4.70 5.20 5.20 5.20 5.20
Activity Summary
325
EMPLOYEE BENEFITS FUND
This fund accounts for annual employee benefit costs for the General Fund and a share
of Road Use Tax employees. Costs include health, dental, life and disability insurance;
employer-share FICA and IPERS retirement contributions; Chapter 411 Police and Fire
retirement contributions, accidental disability and on-the-job injury medical claims; and
worker’s compensation insurance.
Legal authority for the fund is established by two sections of Iowa code. Iowa State Code
chapter 386.6.1 provides authority for municipalities to establish a fund for the purpose of
“accounting for pension and related employee benefit funds as provided by the City
Finance Committee”, while also providing the authority to levy a tax in the amount
necessary to meet these obligations. Chapter 545.4 of the Administrative Code of Iowa
provides the City Finance Committee’s definition of eligible benefits and how they are must
be accounted for.
Fund Balance:
During the 2009 legislative session, a bill was passed amending section 411.l6(5)(c)(2) of
the Iowa State Code. This amendment added a presumption for police and fire personnel,
that any infectious disease and/or cancer is presumed to have been contracted during the
performance of the duties, placing fiduciary responsibility for all related medical claims
upon the employer. As with other accidental disability and on-the-job medical claims, fund
reserves will be utilized to prevent a spike in the tax levy in any given year from such
claims. For this reason, fund balance is recommended to be between 25% and 35% of
total fund revenues. The fund balances versus revenues since fiscal year 2018 are as
follows:
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues 11,668,231$ 12,845,423$ 12,798,747$ 14,712,009$ 14,913,409$ 15,337,150$
Fund Balance 2,847,078$ 3,954,489$ 3,584,853$ 4,001,659$ 4,337,503$ 4,673,453$
Percentage 24.40% 30.79% 28.01% 27.20% 29.08% 30.47%
Revenues:
The Employee Benefits property tax levy rate for fiscal year 2022 is $3.34415 per $1,000
of valuation. There is no change in the Employee Benefits property tax levy rate from
fiscal year 2021. Property tax revenues make up nearly 95% of the Employee Benefits
Fund’s revenues. Property tax revenue grew by $304,948 or 2.21% from fiscal year
2021 to fiscal year 2022.
Expenditures:
Transfers out to the General Fund and the Road Use Tax Fund for employee benefit
costs totals $13,151,079 in fiscal year 2022. This accounts for more than 90% of the
fund’s expenditures in fiscal year 2022, and they grew by $177,606 or 1.37% over fiscal
year 2021.
326
Long-term Projections:
Employee Benefits revenue is heavily dependent upon property tax revenues. Property
tax revenues are estimated to increase by 3.00% in fiscal year 2023, 2.41% in fiscal year
2024, and 3.00% in fiscal years 2025 through 2027.
Expenditures are projected to increase at the same level as property tax revenues. A
large proportion of expenditures for the Employee Benefits Fund is the transfers out to
the General Fund and Road Use Tax Fund to cover personnel benefits expense. These
transfers typically grow at the same level as the property tax revenues.
327
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 2,520,948$ 2,847,078$ 3,954,489$ 3,584,853$ 4,001,659$ 4,337,503$
Revenues:
Property Taxes 10,764,314$ 12,083,012$ 12,025,846$ 13,819,766$ 14,124,714$ 14,548,455$
Other City Taxes
Gas/Electric Excise Tax 131,729 137,980 138,734 134,288 135,758 135,758
Mobile Home Tax 11,787 12,059 10,500 12,060 10,500 10,500
Intergovernmental
Property Tax Credits 291,713 313,515 302,438 424,666 321,207 321,207
State 28E Agreements 315,688 298,858 321,229 321,229 321,230 321,230
Miscellaneous
Other Misc Revenue 152,999 - - - - -
Total Revenues 11,668,231$ 12,845,423$ 12,798,747$ 14,712,009$ 14,913,409$ 15,337,150$
Expenditures:
General Government Employee Benefits 376,933$ 375,122$ 380,748$ 368,524$ 374,012$ 382,066$
Public Safety Employee Benefits 590,525 431,659 1,000,154 953,206 1,052,474 1,073,523
Sub-Total Expenditures 967,457 806,781 1,380,902 1,321,730 1,426,486 1,455,589
Transfers Out:
Empl Benefits Levy to Gen Fund & RUT 10,374,643 10,931,231 11,787,481 12,973,473 13,151,079 13,545,611
Sub-Total Transfers Out 10,374,643 10,931,231 11,787,481 12,973,473 13,151,079 13,545,611
Total Expenditures & Transfers Out 11,342,101$ 11,738,012$ 13,168,383$ 14,295,203$ 14,577,565$ 15,001,201$
Fund Balance, June 30 2,847,078$ 3,954,489$ 3,584,853$ 4,001,659$ 4,337,503$ 4,673,453$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 2,847,078$ 3,954,489$ 3,584,853$ 4,001,659$ 4,337,503$ 4,673,453$
% of Revenues 24%31%28%27%29%30%
Employee Benefits (2400)
Fund Summary
328
Activity: General Government Employee Benefits (310640)Fund: Employee Benefits (2400)
Division: Finance Administration Department: Finance
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Property Taxes 10,764,314$ 12,083,012$ 12,025,846$ 13,819,766$ 14,124,714$ 14,548,455$
Other City Taxes
Gas/Electric Excise Tax 131,729 137,980 138,734 134,288 135,758 135,758
Mobile Home Tax 11,787 12,059 10,500 12,060 10,500 10,500
Intergovernmental
Property Tax Credits 291,713 313,515 302,438 424,666 321,207 321,207
Total Revenues 11,199,544$ 12,546,565$ 12,477,518$ 14,390,780$ 14,592,179$ 15,015,920$
Expenditures:
Personnel 55,798$ 50,496$ 51,933$ 56,014$ 57,356$ 59,077$
Services 321,135 324,626 328,815 312,510 316,656 322,989
Total Expenditures 376,933$ 375,122$ 380,748$ 368,524$ 374,012$ 382,066$
Personnel Services - FTE 2018 2019 2020 2021 2022
Administrative Secretary 0.50 0.50 - - -
Risk & Finance Assistant - - 0.50 0.50 0.50
Finance Director 0.05 0.05 0.05 0.05 0.05
Total Personnel 0.55 0.55 0.55 0.55 0.55
Activity: Public Safety Employee Benefits (310650 - 310660)Fund: Employee Benefits (2400)
Division: Finance Administration Department: Finance
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
State 28E Agreements 315,688$ 298,858$ 321,229$ 321,229$ 321,230$ 321,230$
Miscellaneous
Other Misc Revenue 152,999 - - - - -
Total Revenues 468,687$ 298,858$ 321,229$ 321,229$ 321,230$ 321,230$
Expenditures:
Services 590,525$ 431,659$ 1,000,154$ 953,206$ 1,052,474$ 1,073,523$
Total Expenditures 590,525$ 431,659$ 1,000,154$ 953,206$ 1,052,474$ 1,073,523$
Activity Summary
Activity Summary
329
EMERGENCY LEVY FUND
The Emergency Levy Fund accounts for the collection and disbursement of the
Emergency property tax levy.
Legal authority for the fund is established by Iowa State Code chapter 384.13 which
provides authority for municipalities to establish an emergency fund and certify a property
tax levy not to exceed $.27 per $1,000 of valuation. The City must be at its General Fund
property tax levy limit of $8.10 for the City to be able to utilize the Emergency levy.
On August 6, 2019, the City Council declared a climate crisis for the City and accelerated
the City’s goals for carbon emission reduction to reach net-zero emissions by the year
2050. As a result of this declaration, the City Council has accepted an action plan in their
effort to accomplish this goal. The Emergency property tax levy is being utilized to
enhance and support efforts to reduce carbon emissions city-wide and within City
operations. The Emergency property tax levy is being utilized in fiscal year 2022 for
climate action purposes and is being set at $.24 per $1,000 of valuation. This is expected
to generate over $1 million in revenue to be utilized to help the City meet its climate action
goals.
330
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ -$ -$ 2,613$ 3,255$ 4,098$
Revenues:
Property Taxes -$ -$ 2,603$ 991,805$ 1,013,690$ 1,044,101$
Other City Taxes
Gas/Electric Excise Tax - - 10 9,637 9,743 9,743
Mobile Home Tax - - - - 500 -
Intergovernmental
Property Tax Credits - - - - 23,052 -
Total Revenues -$ -$ 2,613$ 1,001,442$ 1,046,985$ 1,053,844$
Expenditures:
Personnel -$ -$ -$ -$ 2,342$ 2,412$
Services - - - 295,000 286,000 291,720
Supplies - - - 80,800 147,800 150,756
Capital Outlay - - - 525,000 510,000 415,000
Sub-Total Expenditures - - - 900,800 946,142 859,888
Transfers Out:
Capital Projects Fund - - 100,000 100,000 100,000
Sub-Total Transfers Out - - - 100,000 100,000 100,000
Total Expenditures & Transfers Out -$ -$ -$ 1,000,800$ 1,046,142$ 959,888$
Fund Balance, June 30 -$ -$ 2,613$ 3,255$ 4,098$ 98,053$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ -$ 2,613$ 3,255$ 4,098$ 98,053$
% of Revenues 0%0%100%0%0%9%
Emergency Levy (2450)
Fund Summary
331
AFFORDABLE HOUSING FUND
The Affordable Housing Fund was a new fund created during fiscal year 2016. The fund
accounts for developer fees and contributions towards the development of affordable
housing throughout the City.
During 2014, the City issued a Request for Proposals for the development of a parcel of
land that the City owns at the corner of Court and Linn Streets, which is also the former
site of St. Patrick Catholic Church. In the summer of 2015, C.A. Ventures was selected
as the developer for this property. As part of the development of this property, C.A.
Ventures agreed to contribute $1,000,000 to create the City’s Affordable Housing Fund.
In fiscal year 2018, the City contributed $650,000 to the Affordable Housing Fund. In
fiscal years 2019 through 2021, the City has contributed $1,000,000 per year to this fund
from the General Fund. Another $1,000,000 is budgeted in fiscal year 2022.
Prior to fiscal year 2020, City Council had directed that affordable housing funds to be
split three ways:
1) 50% to the Johnson County Housing Trust Fund,
2) 30% to be held for land banking or emergent situations determined by the City
Council,
3) 20% directed to HCDC for LIHTC support or supplemental aid through the
CDBG/HOME application process.
Starting in fiscal year 2020, City Council changed the allocation of the Affordable
Housing Fund as follows:
1) 70% to the Housing Trust Fund, which includes the LIHTC set-aside.
2) 7.5% to an Opportunity Fund
3) 7.5% to the Healthy Homes program
4) 10% to programs to help tenants secure housing. (70% is dedicated to a
security deposit program and 30% to a landlord risk mitigation fund)
5) 5% will be reserved for emergent situations. If balance at end of year,
converts to the Opportunity Fund.
This fund has also received developer contributions for housing developments in the
Riverfront Crossings District. As a result of the inclusionary zoning code in this district,
developers must provide affordable housing units in new developments or they may
make contributions into this fund instead. Over $750,000 in contributions have been
made into the Affordable Housing Fund as a result of these zoning code provisions.
These funds must be used in the Riverfront Crossings District.
In fiscal years 2021 and 2022, the ending fund balances are projected to be $1,622,344.
Fund balance represents a combination of unspent developer contributions from the
Riverfront Crossings District and accumulated City contributions.
332
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 468,102$ 1,208,851$ 1,635,738$ 1,622,344$ 1,622,344$ 1,622,344$
Revenues:
Use Of Money And Property
Interest Revenues 11,389$ 17,949$ 25,861$ -$ -$ -$
Charges for Fees & Services
Building & Development 404,360 404,360 (52,476) - - -
Sub-Total Revenues 415,749 422,309 (26,615) - - -
Transfers In:
Transfer-In from General Fund 650,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
Sub-Total Transfers In 650,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
Total Revenues & Transfers In 1,065,749$ 1,422,309$ 973,385$ 1,000,000$ 1,000,000$ 1,000,000$
Expenditures:
Services 325,000$ 995,422$ 782,779$ 850,000$ 850,000$ 850,000$
Capital Outlay - - 150,000 150,000 150,000
Sub-Total Expenditures 325,000 995,422 782,779 1,000,000 1,000,000 1,000,000
Transfers Out:
Capital Projects Fund -$ -$ 204,000$ -$ -$ -$
Sub-Total Transfers Out - - 204,000 - - -
Total Expenditures 325,000$ 995,422$ 986,779$ 1,000,000$ 1,000,000$ 1,000,000$
Fund Balance, June 30 1,208,851$ 1,635,738$ 1,622,344$ 1,622,344$ 1,622,344$ 1,622,344$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 1,208,851$ 1,635,738$ 1,622,344$ 1,622,344$ 1,622,344$ 1,622,344$
% of Revenues 291% 387% 300% 200%100%400%
Affordable Housing (2500)
Fund Summary
333
IOWA CITY PROPERTY MANAGEMENT FUND
In 2003, City Council voted to support the development of affordable housing by
committing to the construction of 17 housing units in conjunction with The Housing
Fellowship. The City owns and operates ten (10) of the rental units. The remaining
seven (7) units are owned and operated by The Housing Fellowship. This fund accounts
for the operation of the ten units owned by the City and are known as the Peninsula
Apartments.
Funding for the Peninsula Apartments included an Economic Development Grant, CDBG
funds, and HOME funds. In addition, general obligation bonds were issued to finance a
$410,000 loan to The Housing Fellowship and a $256,000 internal loan to the Peninsula
Apartments. The internal loan payments are accounted for in this fund. Both of these
loans are payable to the City’s Debt Service Fund. The outstanding balance owed to the
Debt Service Fund from the Peninsula Apartments Fund at June 30, 2021 will be
$68,023. The final payment on this loan is in June 2025.
Also, as part of the financing structure, The Housing Fellowship issued an interest-only
loan to the City for $210,784 for the Peninsula Apartments. The repayment of the full
principal balance will be due in a balloon payment in fiscal year 2025. These interest-
only payments are accounted for in this fund.
In fiscal year 2017, the City entered into a public-private partnership with a developer to
construct a 126-unit apartment building and a 117-space parking ramp in the City Hall
parking lot. The apartment building is known as the Augusta Place. From that
development, the City purchased 60 of the parking spaces and six one-bedroom rental
units. The sale of the six rental units was complete in fiscal year 2020.
The Iowa City Property Management Fund accounts for the operations of the City-owned
rental units in these two developments. Each development pays 9% of its gross rents
towards administration which is accounted for in the Iowa City Property Management
activity.
Fund Balance: The fiscal year 2022 ending fund balance is projected at $278,781. The
fund’s fund balance continues to grow in order to cover the $210,784 lump sum payment
due in fiscal year 2025.
Revenues: Rental income is projected at $127,933 in fiscal year 2022, an increase of
87% from fiscal year 2021. This is primarily due to the addition of the Augusta Place
units and to moving the property management activity into here from the General Fund.
Expenditures: Expenditures are budgeted to grow by $14,639 or 25.4% in fiscal year
2022 primarily due to the same reasons as the revenue growth.
334
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 169,362$ 192,000$ 207,222$ 212,153$ 223,035$ 278,781$
Revenues:
Use Of Money And Property
Interest Revenues 2,254$ 4,374$ 3,253$ 2,000$ 2,000$ 2,000$
Rents 71,025 66,431 62,244 66,430 115,534 115,534
Royalties & Commiss - - - - 10,399 10,399
Total Revenues 73,278$ 70,805$ 65,497$ 68,430$ 127,933$ 127,933$
Expenditures:
Iowa City Property Management -$ -$ -$ -$ 10,399$ 10,399$
Peninsula Apartments 50,641 55,583 60,567 57,548 57,212 58,040
Augusta Place Apartments - - - - 4,576 4,668
Total Expenditures 50,641$ 55,583$ 60,567$ 57,548$ 72,187$ 73,107$
Fund Balance, June 30 192,000$ 207,222$ 212,153$ 223,035$ 278,781$ 333,607$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 192,000$ 207,222$ 212,153$ 223,035$ 278,781$ 333,607$
% of Revenues 379% 373% 350% 388%386%456%
Iowa City Property Management (2510)
Fund Summary
335
TAX INCREMENT FINANCING FUNDS
Tax Increment Financing (TIF) Districts have been established in various locations in
Iowa City to encourage economic development. TIF revenues are used to repay debt
incurred for specific projects and to pay property tax rebates on increased valuation per
development-specific agreements within the districts. As TIF agreements expire and/or
their legal requirements are satisfied, tax revenue generated by the incremental
valuation (increase in property values for the district since it was established) is
distributed to all taxing authorities. The objective of Iowa City’s TIF capacity is to provide
gap financing for development projects which meet the adopted goals and criteria of the
respective TIF district.
The City has established thirteen TIF districts. The table below presents debt that has
been certified against the City’s TIF districts and their respective collections to repay
those debts. Not presented in the budget are the Industrial Park Road, Highway 6
Industrial Park, Northgate Corporate Park, Lower Muscatine Road, and the Camp
Cardinal urban renewal areas; these areas have no outstanding tax increment debt.
TIF debt certified on December 1, 2020 included dollars requested from the Foster Road
Urban Renewal Area for the first time.
Urban Renewal Area
Outstanding TIF
Debt Previously
Certified
6/30/2020
TIF Debt
Certified
12/1/20
Estimated
TIF Receipts
FY21
Estimated
TIF Receipts
FY22
Estimated TIF
Debt 6/30/2022
2603 - City-University I (1)38,661,211$ (566,290)$ 2,022,516$ 3,168,797$ 32,903,608$
2604 - Sycamore & 1st Ave (2)341,622 (749,851) 1,309 149 (409,687)
2607 - Scott 6 Industrial 183 1,032 - 1,032 183
2608 - Heinz Road - 149 - 149 -
2613 - Moss Green Village 1,988,014 - - - 1,988,014
2614 - Towncrest Area 822,907 - 154,696 108,816 559,395
2615 - Riverside Drive 2,516,370 - 414,682 417,165 1,684,523
2616 - Foster Road - 6,136,242 - 429,420 5,706,822
Total 44,330,307$ 4,821,282$ 2,593,203$ 4,125,528$ 42,432,858$
(1) Does not include reductions from Hotel/Motel Tax rebates for the Hilton Garden Inn
(2) Excess funds collected on Sycamore Mall rebate will be returned to Johnson County.
336
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 482,246$ 1,525,593$ 977,949$ 783,349$ 1,224,381$ 1,261,338$
Revenues:
Other City Taxes
TIF Revenues 2,459,216$ 2,564,840$ 3,434,710$ 2,593,203$ 4,125,528$ 3,993,833$
Use Of Money And Property
Interest Revenues 14,512 33,811 45,238 15,000 - -
Sub-Total Revenues 2,473,728 2,598,651 3,479,948 2,608,203 4,125,528 3,993,833
Transfers In:
Transfers In 59,834 175,780 153,693 84,415 154,000 165,000
Sub-Total Transfers In 59,834 175,780 153,693 84,415 154,000 165,000
Total Revenues & Transfers In 2,533,563$ 2,774,431$ 3,633,641$ 2,692,618$ 4,279,528$ 4,158,833$
Expenditures By Urban Renewal Area:
City-University I 107,617$ 168,832$ 1,289,291$ 905,298$ 1,654,553$ 1,813,785$
Sycamore & 1st Ave 250,000 - - - 250,000 250,000
Riverside Drive 34,506 249,474 256,501 254,146 256,501 264,196
Foster Road - - - - 228,248 183,151
Sub-Total Expenditures 392,130 418,306 1,545,792 1,159,444 2,389,302 2,511,132
Transfers Out:
TIF Debt Transfers Out 1,098,086 2,903,769 2,282,448 1,092,142 1,853,269 1,742,473
Sub-Total Transfers Out 1,098,086 2,903,769 2,282,448 1,092,142 1,853,269 1,742,473
Total Expenditures & Transfers Out 1,490,217$ 3,322,075$ 3,828,241$ 2,251,586$ 4,242,571$ 4,253,605$
Fund Balance, June 30 1,525,593$ 977,949$ 783,349$ 1,224,381$ 1,261,338$ 1,166,566$
Restricted / Committed /Assigned 574,271 945,388 1,297,651 1,047,651 797,651 547,651
Unassigned Balance 951,322$ 32,561$ (514,302)$ 176,730$ 463,687$ 618,915$
% of Revenues & Transfers In 38%1%-14%7%11%15%
Starting in fiscal year 2018 activity moved from Neighborhood and Development Services Department to Finance Department
Tax Increment Financing (2601 - 2616)
Fund Summary
337
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 5,424$ (37,619)$ (15,469)$ (586,726)$ 13,274$ 113,483$
Revenues:
Other City Taxes
TIF Revenues 732,757$ 1,362,039$ 2,163,364$ 2,022,516$ 3,168,797$ 3,181,941$
Use Of Money And Property
Interest Revenues 14,512 33,811 45,238 15,000 - -
Transfers In:
Transfers In 59,834 175,780 153,693 84,415 154,000 165,000
Total Revenues 807,104$ 1,571,630$ 2,362,295$ 2,121,931$ 3,322,797$ 3,346,941$
Expenditures:
TIF Rebate 107,617$ 168,832$ 1,289,291$ 905,298$ 1,654,553$ 1,813,785$
Transfers Out:
TIF Debt Transfers Out 742,530$ 1,380,649$ 1,644,260$ 616,633$ 1,568,035$ 1,533,156$
Total Transfers Out 850,146$ 1,549,481$ 2,933,551$ 1,521,931$ 3,222,588$ 3,346,941$
Fund Balance, June 30 (37,619)$ (15,469)$ (586,726)$ 13,274$ 113,483$ 113,483$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (37,619)$ (15,469)$ (586,726)$ 13,274$ 113,483$ 113,483$
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 476,815$ 574,271$ 945,388$ 1,318,818$ 1,159,850$ 909,850$
Revenues:
Other City Taxes
TIF Revenues 505,959$ 530,123$ 532,339$ 1,309$ 149$ -$
Total Revenues 505,959$ 530,123$ 532,339$ 1,309$ 149$ -$
Expenditures:
TIF Rebate 250,000$ -$ -$ -$ 250,000$ 250,000$
Transfers Out:
TIF Debt Transfers Out 158,504 159,006 158,909 160,277 149 -
Total Expenditures & Transfers Out 408,504$ 159,006$ 158,909$ 160,277$ 250,149$ 250,000$
Fund Balance, June 30 574,271$ 945,388$ 1,318,818$ 1,159,850$ 909,850$ 659,850$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 574,271$ 945,388$ 1,318,818$ 1,159,850$ 909,850$ 659,850$
Fund Summary
City-University Project I (2603)
Fund Summary
Sycamore & 1st Avenue (2604)
338
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ 937,442$ -$ 35$ 35$ 35$
Revenues:
Other City Taxes
TIF Revenues 945,219$ 20,764$ 7,160$ -$ 1,032$ -$
Total Revenues 945,219$ 20,764$ 7,160$ -$ 1,032$ -$
Expenditures:
TIF Administration -$ -$ -$ -$ -$ -$
Transfers Out:
TIF Debt Transfers Out 7,777 958,206 7,125 - 1,032 -
Total Expenditures & Transfers Out 7,777$ 958,206$ 7,125$ -$ 1,032$ -$
Fund Balance, June 30 937,442$ -$ 35$ 35$ 35$ 35$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 937,442$ -$ 35$ 35$ 35$ 35$
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 8$ -$ -$ -$ -$ -$
Revenues:
Other City Taxes
TIF Revenues -$ -$ -$ -$ 149$ -$
Total Revenues -$ -$ -$ -$ 149$ -$
Expenditures:
TIF Rebate 8$ -$ -$ -$ -$ -$
Transfers Out:
TIF Debt Transfers Out - - - - 149 -
Total Expenditures & Transfers Out 8$ -$ -$ -$ 149$ -$
Fund Balance, June 30 -$ -$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ -$ -$ -$ -$ -$
Scott 6 Industrial (2607)
Fund Summary
Heinz Road (2608)
Fund Summary
339
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ 3,848$ 379$ 1,011$ 1,011$ 1,011$
Revenues:
Other City Taxes
TIF Revenues 185,084$ 242,097$ 310,284$ 154,696$ 108,816$ 49,211$
Total Revenues 185,084$ 242,097$ 310,284$ 154,696$ 108,816$ 49,211$
Transfers Out:
TIF Debt Transfers Out 181,236$ 245,566$ 309,652$ 154,696$ 108,816$ 49,211$
Total Transfers Out 181,236$ 245,566$ 309,652$ 154,696$ 108,816$ 49,211$
Fund Balance, June 30 3,848$ 379$ 1,011$ 1,011$ 1,011$ 1,011$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 3,848$ 379$ 1,011$ 1,011$ 1,011$ 1,011$
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ 47,651$ 47,651$ 50,211$ 50,211$ 50,211$
Revenues:
Other City Taxes
TIF Revenues 90,197$ 409,816$ 421,563$ 414,682$ 417,165$ 429,680$
Total Revenues 90,197$ 409,816$ 421,563$ 414,682$ 417,165$ 429,680$
Expenditures:
TIF Rebate 34,506$ 249,474$ 256,501$ 254,146$ 256,501$ 264,196$
Transfers Out:
TIF Debt Transfers Out 8,040 160,342 162,502 160,536 160,664 160,106
Total Expenditures & Transfers Out 42,546$ 409,816$ 419,003$ 414,682$ 417,165$ 424,302$
Fund Balance, June 30 47,651$ 47,651$ 50,211$ 50,211$ 50,211$ 55,589$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 47,651$ 47,651$ 50,211$ 50,211$ 50,211$ 55,589$
Fund Summary
Riverside Drive (2615)
Fund Summary
Towncrest Area (2614)
340
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ -$ -$ -$ -$ 186,748$
Revenues:
Other City Taxes
TIF Revenues -$ -$ -$ -$ 429,420$ 333,001$
Total Revenues -$ -$ -$ -$ 429,420$ 333,001$
Expenditures:
TIF Rebate -$ -$ -$ -$ 228,248$ 183,151$
Transfers Out:
TIF Debt Transfers Out - - - - 14,424 -
Total Expenditures & Transfers Out -$ -$ -$ -$ 242,672$ 183,151$
Fund Balance, June 30 -$ -$ -$ -$ 186,748$ 336,598$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ -$ -$ -$ 186,748$ 336,598$
Foster Road (2616)
Fund Summary
341
SELF-SUPPORTING MUNICIPAL IMPROVEMENT DISTRICT
(SSMID) – DOWNTOWN
In fiscal year 2013, the City in conjunction with Iowa City downtown businesses created
a Self-Supporting Municipal Improvement District (SSMID) in downtown Iowa City as
allowed under Iowa property tax code. The City collects a special property tax levy on
property that is within the boundaries of the downtown district which is then remitted to
the Iowa City Downtown District (ICDD). The ICDD uses the funds to promote and
enhance the downtown district.
The SSMID was renewed for a ten-year period starting on July 1, 2016 and ending on
June 30, 2026. The levy rate was approved to increase from $2.00 to $2.50 per $1,000 of
taxable value on July 1, 2021 along with a boundary expansion of the district. The SSMID
levy rate remains at $2.00 in fiscal year 2022. Below is a map of the improvement district:
All of the funds received by the City through the SSMID property tax levy are remitted to
the ICDD, therefore the fund does not maintain a fund balance. Revenues include the
SSMID levy collections and the State backfill for commercial property taxes. SSMID
payments to ICDD in fiscal year 2020 totaled $367,177, and estimated payments in fiscal
year 2021 total $496,696. In fiscal year 2022, estimated SSMID distributions total
$464,085, a decrease of 6.57%. This decrease is primarily related to an increase in the
amount of SSMID district valuation being taken for tax increment financing.
342
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ -$ -$ 4,100$ -$ -$
Revenues:
Property Taxes 323,017$ 363,211$ 337,288$ 445,627$ 430,096$ 442,999$
Intergovernmental
Property Tax Credits 31,368 34,520 33,989 46,969 33,989 33,989
Total Revenues 354,385$ 397,730$ 371,277$ 492,596$ 464,085$ 476,988$
Expenditures:
Services 354,385$ 397,730$ 367,177$ 496,696$ 464,085$ 476,988$
Total Expenditures 354,385$ 397,730$ 367,177$ 496,696$ 464,085$ 476,988$
Fund Balance, June 30 -$ -$ 4,100$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ -$ 4,100$ -$ -$ -$
% of Revenues 0%0%1%0%0%0%
SSMID - Downtown (2820)
Fund Summary
343
344
DEBT SERVICE FUND
Fund Summary
Debt Schedules F
Y
2
0
2
2
345
346
DEBT SERVICE FUND
This fund accounts for annual principal and interest payments due on the City’s general
obligation and tax increment revenue bonded debt. Funding is provided by the debt
service property tax levy, tax increment financing, and loan repayments.
Chapter 384.4 of the Iowa State Code provides legal authority for a city to establish a debt
service fund and certify taxes to be levied in the amount necessary to pay for the principal
and interest on general obligation bonds issued by the city.
The debt service levy for fiscal year 2022 is $2.478 per $1,000 in valuation – this is a
reduction of $.10 per $1,000 from the fiscal year 2021 levy.
The schedule of annual principal and interest payments as of June 30, 2020 is as follows:
Future general obligation bond issues, including 2% for bond issuance costs, are
estimated at $11,400,000 in fiscal year 2021, $12,400,00 in fiscal year 2022, and
$12,100,000 in fiscal year 2023. Proceeds from bond issues are recorded in the Capital
Projects Fund, net of the bond issuance costs.
Fiscal
Year Principal Interest Total
2021 12,745,000 1,905,068 14,650,068 68,160,000
2022 10,085,000 1,502,763 11,587,763 55,415,000
2023 8,635,000 1,226,063 9,861,063 45,330,000
2024 7,505,000 984,363 8,489,363 36,695,000
2025 6,445,000 786,463 7,231,463 29,190,000
2026 5,675,000 612,650 6,287,650 22,745,000
2027 4,600,000 451,275 5,051,275 17,070,000
2028 3,455,000 336,000 3,791,000 12,470,000
2029 2,490,000 247,450 2,737,450 9,015,000
2030 1,545,000 187,850 1,732,850 6,525,000
2031 775,000 149,400 924,400 4,980,000
2032 795,000 126,150 921,150 4,205,000
2033 815,000 102,300 917,300 3,410,000
2034 840,000 77,850 917,850 2,595,000
2035 865,000 52,650 917,650 1,755,000
2036 890,000 26,700 916,700 890,000
Totals at
June 30,
2020
68,160,000 8,774,993 76,934,993
Annual Payments Principal
Outstanding
Beginning of
Fiscal Year
347
City’s Debt Policies
There are currently three benchmarks used by the City of Iowa City to evaluate its
financial position concerning its debt: 1) the 5% statutory debt limit, 2) the internal
restriction on the debt service levy of 30% of the City’s total levy, and 3) the level of
outstanding general obligation and tax increment revenue bonded debt against the City’s
total assessed valuation. These three benchmarks are included in the Debt
Management policy as adopted by the City Council.
Statutory limitations which govern the issuance of debt in Iowa include Article XI Section
3 of the state constitution, entitled “Indebtedness of Political or Municipal Corporations.”
Language in this section restricts the level of indebtedness for Iowa municipalities to five
percent (5%) of “the value of …taxable property within such county or corporation.” This
is commonly referred to as the “debt ceiling or debt limit.”
The graph below compares Iowa City’s outstanding general obligation (G.O.) and tax
increment financing revenue (TIF) debt with the statutory debt limit. Total valuations for
Iowa City for fiscal year 2022 are approximately $7.02 billion. The debt limit, or five
percent (5%) of this amount, is about $351.1 million. Outstanding G.O. and TIF debt at
June 30, 2022, is estimated to be $67.99 million, which is 19.3% of the debt limit. The
ratio of outstanding G.O. and TIF bonded debt versus the State imposed legal debt limit
has been on a declining trend since fiscal year 2014.
* FY21, FY22, and FY23 figures are estimates
348
This City’s Debt Management policy, which limits its ability to levy taxes for repayment of
debt, states that the debt service levy shall not exceed 30% of the city levy.
The following chart shows the debt service levy as a percentage of the city levy rate for
fiscal year 2014 through fiscal year 2023. Fiscal years 2021 through 2023 are based on
estimated financing requirements for the City’s five-year capital improvement program.
The City’s debt service levy rate for fiscal year 2022 is $2.478 per $1,000 of value while
the City’s total property tax levy rate is $15.673 per $1,000 of value.
Also, as part of the Debt Management policy, the City Council set a goal to reduce its
outstanding general obligation and tax increment revenue bonded debt as a percentage
of its total assessed property valuations to .75%. The following chart is trend of that
comparison for fiscal years 2014 through 2023.
349
Bond Rating
The City obtains its General Obligation bond rating from Moody’s Investors Service each time
a new bond is issued. The City’s current bond rating is Aaa. Maintaining the City’s Aaa bond
is a priority for the City.
Fund Balance:
The estimated ending fund balance for fiscal year 2021 is projected to be $7,306,229 which is
a decrease of $2,047,807 or 21.89%. The projected fund balance decrease is primarily due to
the call and retirement of the 2012D tax increment financing revenue bonds.
Although, the entire fund balance for the Debt Service Fund is restricted for debt service
expenditures, an additional restriction was being shown for funds that were being held as a
reserve for the 2012D and 2016E tax increment financing revenue bonds. These reserves will
be depleted by the end of fiscal year 2021.
Ending fund balance for fiscal year 2022 is estimated to be $7,272,989 which is a decrease of
$33,240 or 0.40% from fiscal year 2021. This decrease is primarily from principal and interest
payments that are being repaid from fund balance.
Long-term Projections:
Future revenues are projected to increase through fiscal year 2027, and the changes in
revenue are largely due to increases in the property taxable valuations. The debt service levy
rate is projected to stay flat over the next five years, while property valuations are projected to
increase approximately 3% each year.
Future debt service expenditures are expected to remain relatively flat over the next few years
but start to increase in fiscal year 2025 due to the switch to a flat principal repayment schedule
from a flat debt payment schedule. This will cause the debt service expenditures to rise
before eventually flattening out at a level parallel with the projected revenues.
350
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 7,232,184$ 8,135,314$ 9,227,708$ 9,354,036$ 7,306,229$ 7,272,989$
Revenues:
Property Taxes 12,535,528$ 11,940,433$ 11,368,205$ 10,872,328$ 10,791,468$ 11,115,212$
Other City Taxes
Gas/Electric Excise Tax 149,925 133,206 127,372 103,543 100,614 100,614
Mobile Home Tax 13,391 11,641 9,619 11,641 9,620 9,620
Use Of Money And Property
Interest Revenues 206,878 242,006 248,717 100,912 27,771 25,271
Intergovernmental
Property Tax Credits 332,008 302,669 280,452 305,674 250,283 250,283
Charges For Fees And Services
Building & Devlpmt - 129,103 - - - -
Other Financial Sources
Loan Repayments 50,663 52,777 50,609 56,801 59,178 61,678
Sub-Total Revenues 13,288,394 12,811,836 12,084,974 11,450,899 11,238,934 11,562,678
Transfers In
Transfers-In 1,084,336 1,958,773 1,079,685 1,021,113 1,812,590 1,719,985
Sub-Total Transfers In 1,084,336 1,958,773 1,079,685 1,021,113 1,812,590 1,719,985
Total Revenues & Transfers In 14,372,730$ 14,770,609$ 13,164,659$ 12,472,012$ 13,051,524$ 13,282,663$
Expenditures:
Financial Services & Charges 4,719$ 9,033$ 5,000$ 15,000$ 15,000$ 15,000$
GO Bonds Principal 11,760,000 11,945,000 11,245,000 10,760,000 10,260,000 10,055,000
GO Bonds Interest 1,113,386 1,134,847 1,196,696 1,311,124 1,460,614 1,550,663
Revenue Bonds Principal 135,000 135,000 140,000 1,985,000 965,000 960,000
Revenue Bonds Interest 456,495 454,335 451,635 448,695 384,150 355,200
Total Expenditures 13,469,600$ 13,678,214$ 13,038,331$ 14,519,819$ 13,084,764$ 12,935,863$
Fund Balance, June 30 8,135,314$ 9,227,708$ 9,354,036$ 7,306,229$ 7,272,989$ 7,619,789$
Restricted / Committed /Assigned 1,610,297 2,230,153 2,025,364 - - -
Unassigned Balance 6,525,016$ 6,997,555$ 7,328,672$ 7,306,229$ 7,272,989$ 7,619,789$
Debt Service Fund (5000 - 5999)
Fund Summary
351
FY2021 FY2022 FY2023
2012A G.O. Multi-purpose 9,070,000 2022 1,980,000 1,017,113 1,027,613 -
2012D TIF Revenue Bonds 2,655,000 2032 1,985,000 2,049,545 - -
2013A G.O. Multi-purpose 7,230,000 2023 2,560,000 880,723 887,363 887,400
2014 G.O. Multi-purpose/
Refunding
11,980,000 2024 3,950,000 1,051,075 1,042,575 1,050,750
2015 G.O. Multi-Purpose 7,785,000 2025 4,150,000 868,000 872,300 881,200
2016A G.O. Multi-purpose 8,795,000 2026 5,875,000 1,057,150 1,058,550 1,054,550
2016E TIF Revenue Bonds 12,805,000 2036 12,805,000 384,150 1,349,150 1,315,200
2017 G.O. Multi-Purpose 9,765,000 2027 7,040,000 1,094,063 1,090,263 1,096,163
2018A G.O. Multi-Purpose 8,895,000 2028 7,260,000 1,057,800 1,047,600 1,041,950
2019 G.O. Multi-purpose 12,535,000 2029 8,410,000 1,078,000 1,079,900 1,091,400
2020 G.O. Multi-purpose 12,145,000 2030 12,145,000 4,112,450 2,132,450 1,442,450
2021 G.O. Proposed 11,400,000 2031 - - 1,482,000 1,447,800
2022 G.O. Proposed 12,400,000 2032 - - - 1,612,000
Total - General Obligation Debt Service: 68,160,000$ 14,650,068$ 13,069,763$ 12,920,863$
General Obligation Bonds/TIF Revenue Bonds
Outstanding Debt Obligation
Summary by Individual Issue
Debt Service Payments
Issue / Use of Funds
Fiscal Year
Debt Paid in
Full
Amount of
Issue
Principal
Outstanding
June 30, 2020
352
Fiscal
Year Principal Interest Total
2021 975,000 42,113 1,017,113 956,557 60,556 1,980,000 2.00%
2022 1,005,000 22,613 1,027,613 966,432 61,181 1,005,000 2.225%
Totals 1,980,000 64,725 2,044,725 1,922,988 121,737
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Runway 7-25 Taxiway 232,000$
First Ave Storm Sewer 710,000
Lower Muscatine - Kirkwood to First Avenue 540,000
Traffic Signals Project 120,000
Sidewalk Infill 100,000
Brick Street Construction 290,000
First Ave/IAIS Railroad Overpass 2,190,000
Dubuque St. Pedestrian Bridge 380,000
West Side Levee 400,000
East Side Levee 100,000
Normandy Dr. & Manor Intersect 80,000
Parks Annual Improvements 200,000
Cemetery Road Resurfacing 50,000
Terry Trueblood Recreation Area 500,000
Intra-city Bike Trails 50,000
Highway 1 Sidewalk/Trail 1,000,000
Fire Apparatus 634,000
New Animal Shelter 700,000
Fire Station #1 Kitchen Remodel 129,905
Police Crime Lab 82,600
Police Station Remodel 198,450
Police Breakroom/Restroom Remodel 59,250
City Hall Improvements 141,300
City Hall Security Camera Upgrade 75,000
Issuance Costs 107,495
Amount of Issue 9,070,000$
2012A General Obligation Bond Issue
Principal: $9,070,000
Dated: June 20, 2012
Callable: June 1, 2018
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
Tax
Increment
Financing
353
Fiscal
Year Principal Interest Total
2021 1,985,000 64,545 2,049,545 2,049,545 1,985,000 2.30%
Totals 1,985,000 64,545 2,049,545 2,049,545
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Park @ 201 Project 2,330,000$
Debt Service Reserve 207,845
Capitalized Interest 38,086
Issuance Costs 79,069
Amount of Issue 2,655,000$
2012D Taxable Urban Renewal Revenue Bonds
Principal: $2,655,000
Dated: November 29, 2012
To be called: June 1, 2021
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Tax
Increment
Financing
354
Fiscal
Year Principal Interest Total
2021 835,000 45,723 880,723 726,627 154,096 2,560,000 1.60%
2022 855,000 32,363 887,363 732,105 155,258 1,725,000 1.75%
2023 870,000 17,400 887,400 732,136 155,264 870,000 2.00%
Totals 2,560,000 95,485 2,655,485 2,190,867 464,618
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Moss Ridge Road 1,610,000$
Lower Muscatine-Kirkwood to First Ave 375,000
Traffic Signals Project 250,000
Sidewalk Infill Program 100,000
Taft Speedway Levee Project 100,000
Warm Storage Building, Napolean Park 300,000
CBD Streetscape Project 350,000
William Street Reconstruction 540,000
Parks Annual Improvements 200,000
Hickory Hills Restroom/Saferoom 34,000
Terry Trueblood Recreation Area 2,000,000
Normandy Drive Restoration Project 409,050
Fairmeadows Restroom & Splash Pad 95,000
Intra-city Bike Trails 50,000
Scott Park Development & Trail 140,000
City Hall Projects 116,400
Projectdox Quickstart 306,000
Library Public Space Remodeling 100,000
Fire Station #3 Kitchen Remodel 35,000
Issuance Costs 119,550
Amount of Issue 7,230,000$
2013A General Obligation Bond Issue
Principal: $7,230,000
Dated: July 16, 2013
Callable: June 1, 2019
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
Tax
Increment
Financing
355
Fiscal
Year Principal Interest Total
2021 950,000 101,075 1,051,075 742,476 308,599 3,950,000 3.00%
2022 970,000 72,575 1,042,575 736,471 306,104 3,000,000 2.25%
2023 1,000,000 50,750 1,050,750 742,246 308,504 2,030,000 2.50%
2024 1,030,000 25,750 1,055,750 745,778 309,972 1,030,000 2.50%
Totals 3,950,000 250,150 4,200,150 2,966,971 1,233,179
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Moss Ridge Road 1,890,000$
First Ave/IAIS Railroad Crossing Improvements 1,000,000
Sycamore Street - City Limits to South Gilbert Street 2,500,000
CBD Streetscape Project 1,000,000
Normandy Drive Restoration Project 409,050
City Park Master Plan & Pool Upgrade 650,000
Willow Creek/Kiwanis Park Master Plan 50,000
Library Public Space Remodeling 100,000
Fire SCBA/Air System Replacement 500,000
UniverCity Neighborhood Partners 500,000
Public Works Facilities Master Plan 310,000
2016 & 2017 Maturities - 2006C & 2007A GO Bonds 2,660,000
City Hall-Other Projects 244,165
Issuance Costs 166,785
Amount of Issue 11,980,000$
2014 General Obligation/Refunding Bond Issue
Principal: $11,980,000
Dated: June 3, 2014
Callable: June 1, 2020
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
Tax
Increment
Financing
356
Fiscal
Year Principal Interest Total
2021 785,000 83,000 868,000 795,527 72,473 4,150,000 2.00%
2022 805,000 67,300 872,300 799,468 72,832 3,365,000 2.00%
2023 830,000 51,200 881,200 807,625 73,575 2,560,000 2.00%
2024 850,000 34,600 884,600 810,741 73,859 1,730,000 2.00%
2025 880,000 17,600 897,600 822,656 74,944 880,000 2.00%
Totals 4,150,000 253,700 4,403,700 4,036,018 367,682
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Riverfront Crossings Redevelopment 200,000$
City Hall-Other Projects 100,000
City Hall Remodel-NDS 2nd Floor 466,299
Fiber Optic Infill Program 100,000
CBD Streetscape Project 350,000
Riverside Drive Pedestrian Tunnel 100,000
Lower City Park Emergency Access Road 220,000
Mercer Park Playground 150,000
Intra-City Bike Trails 50,000
Willow Creek/Kiwanis Park Master Plan & Splash Pad 350,000
Elementary School Recreation Facility Partnership 700,000
Tennis Court/Pickle Ball Court Resurfacing 70,000
Youth Sports Complex Feasibility Study 50,000
Harrison Street Reconstruction 500,000
Sidewalk Infill Program 100,000
Burlington & Clinton Street Intersection Improvements 840,000
First Ave/IAIS Railroad Crossing Improvements 3,050,000
Dubuque Street/I-80 Pedestrian Bridge 276,158
Issuance Costs 112,543
7,785,000$
2015 General Obligation Bond Issue
Principal: $7,785,000
Dated: June 2, 2015
Callable: June 1, 2023
Project
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Payments
Property Tax
Revenue
Tax
Increment
Financing
357
Fiscal
Year Principal Interest Total
-
2021 930,000 127,150 1,057,150 1,057,150 5,875,000 2.00%
2022 950,000 108,550 1,058,550 1,058,550 4,945,000 2.00%
2023 965,000 89,550 1,054,550 1,054,550 3,995,000 3.00%
2024 985,000 60,600 1,045,600 1,045,600 3,030,000 2.00%
2025 1,010,000 40,900 1,050,900 1,050,900 2,045,000 2.00%
2026 1,035,000 20,700 1,055,700 1,055,700 1,035,000 2.00%
Totals 5,875,000 447,450 6,322,450 6,322,450
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Riverfront Crossings Redevelopment 150,000$
Riverfront Crossings Riverbank/Park Development 500,000
City Park Cabin Restoration 130,000
City Park Pool Cabana Shelters 65,000
Pheasant Hill Park Renovation 25,000
Happy Hollow Park Shelter & Bathroom Upgrades 150,000
Hickory Hill Park & Trail Development 200,000
Upgrade Building BAS Controls 118,000
Mercer Aquatic & Scanlon Gym Improvements 53,000
Mormon Trek Right Turn Lane & Three Lane Conversion 650,000
1st Ave/IAIS RR Crossing Grade Separation 1,546,222
First Ave Three Lane Conversion 275,000
Washington Street Reconstruction 4,133,666
Fire/Police Storage Facility Relocation 700,000
Issuance Costs 99,112
8,795,000$
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Project
2016A General Obligation Bond Issue
Principal: $8,795,000
Dated: June 16, 2016
Callable: June 1, 2024
Payments
Property Tax
Revenue
358
Fiscal
Year Principal Interest Total
2021 - 384,150 384,150 384,150 12,805,000 3.00%
2022 965,000 384,150 1,349,150 1,349,150 12,805,000 3.00%
2023 960,000 355,200 1,315,200 1,315,200 11,840,000 3.00%
2024 955,000 326,400 1,281,400 1,281,400 10,880,000 3.00%
2025 950,000 297,750 1,247,750 1,247,750 9,925,000 3.00%
2026 950,000 269,250 1,219,250 1,219,250 8,975,000 3.00%
2027 *825,000 240,750 1,065,750 1,065,750 8,025,000 3.00% *
2028 *725,000 216,000 941,000 941,000 7,200,000 3.00% *
2029 *740,000 194,250 934,250 934,250 6,475,000 3.00% *
2030 *755,000 172,050 927,050 927,050 5,735,000 3.00% *
2031 *775,000 149,400 924,400 924,400 4,980,000 3.00% *
2032 *795,000 126,150 921,150 921,150 4,205,000 3.00% *
2033 *815,000 102,300 917,300 917,300 3,410,000 3.00% *
2034 *840,000 77,850 917,850 917,850 2,595,000 3.00% *
2035 *865,000 52,650 917,650 917,650 1,755,000 3.00% *
2036 *890,000 26,700 916,700 916,700 890,000 3.00% *
Totals 12,805,000 3,375,000 16,180,000 16,180,000
Principal payable June 1.
Interest payable June 1 and December 1.
*Rate resets on June 1, 2026 at 10 year CMT plus 1.65% with a cap of 6%
Amount
Chauncey Building Project 12,097,250$
Capitalized Interest 657,323
Issuance Costs 50,427
Amount of Issue 12,805,000$
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate *
Project
2016E Taxable Urban Renewal Capital Loan Notes
Principal: $12,805,000
Dated: September 15, 2016
Callable: June 1, 2026, 2029, 2032, 2035
Payments Tax
Increment
Financing
359
Fiscal
Year Principal Interest Total
2021 940,000 154,063 1,094,063 933,398 160,664 7,040,000 2.00%
2022 955,000 135,263 1,090,263 930,156 160,106 6,100,000 2.00%
2023 980,000 116,163 1,096,163 935,190 160,973 5,145,000 2.00%
2024 1,000,000 96,563 1,096,563 935,531 161,031 4,165,000 2.00%
2025 1,025,000 76,563 1,101,563 939,797 161,766 3,165,000 2.25%
2026 1,055,000 53,500 1,108,500 945,716 162,784 2,140,000 2.50%
2027 1,085,000 27,125 1,112,125 945,358 166,767 1,085,000 2.50%
Totals 7,040,000 659,238 7,699,238 6,565,146 1,134,091
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Riverfront Crossings Redevelopment 150,000$
Climate Action Plan Project 150,000
Permitting Software Upgrade 500,000
Public Works Campus Design 700,000
Riverside Drive Pedestrian Tunnel 1,434,000
Riverside Drive Streetscape Improvements 616,000
West Riverbank Stabilization 400,000
Frauenholtz-Miller Park Development 130,480
Riverfront Crossings Park/Riverbank 500,000
Hickory Hill Park & Trail Redevelopment 400,000
Upgrade Building BAS Controls 240,000
Recreation Center Lobby Remodel 160,000
Pedestrian Mall Reconstruction 750,000
Dubuque Street Reconstruction 2,500,000
Sidewalk Infill Program 100,000
Myrtle/Riverside Intersection Signalization 900,000
Issuance Costs 134,520
Amount of Issue 9,765,000$
Project
2017A General Obligation Bonds
Principal: $9,765,000
Dated: June 15, 2017
Callable: June 1, 2023
Payments
Property Tax
Revenue
Tax
Increment
Financing
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
360
Fiscal
Year Principal Interest Total
2021 840,000 217,800 1,057,800 1,057,800 7,260,000 2.10%
2022 855,000 192,600 1,047,600 1,047,600 6,420,000 2.15%
2023 875,000 166,950 1,041,950 1,041,950 5,565,000 2.25%
2024 895,000 140,700 1,035,700 1,035,700 4,690,000 2.35%
2025 915,000 113,850 1,028,850 1,028,850 3,795,000 2.40%
2026 940,000 86,400 1,026,400 1,026,400 2,880,000 2.50%
2027 960,000 58,200 1,018,200 1,018,200 1,940,000 2.60%
2028 980,000 29,400 1,009,400 1,009,400 980,000 2.65%
Totals 7,260,000 1,005,900 8,265,900 8,265,900
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
City Hall Remodel for MPOJC 150,000$
Public Works Maintenance Facility 700,000
West Riverbank Stabilization 680,000
Riverfront Crossings Park Development 200,000
Creekside Park Redevelopment 650,000
Cardigan Park Development 168,500
Dubuque Street Reconstruction 5,000,000
Riverside Drive Streetscape Improvements 205,000
Gilbert Street Intersection Improvements 750,000
Rochester Ave Sidewalk Infill Project 150,000
Issuance Costs 241,500
Amount of Issue 8,895,000$
Project
2018A General Obligation Bonds
Principal: $8,895,000
Dated: June 1, 2018
Callable: June 1, 2024
Payments
Property Tax
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
361
Fiscal
Year Principal Interest Total
2021 905,000 173,000 1,078,000 1,078,000 8,410,000 2.00%
2022 925,000 154,900 1,079,900 1,079,900 7,505,000 2.00%
2023 955,000 136,400 1,091,400 1,091,400 6,580,000 2.00%
2024 985,000 117,300 1,102,300 1,102,300 5,625,000 2.00%
2025 875,000 97,600 972,600 972,600 4,640,000 2.00%
2026 905,000 80,100 985,100 985,100 3,765,000 2.00%
2027 940,000 62,000 1,002,000 1,002,000 2,860,000 2.00%
2028 960,000 43,200 1,003,200 1,003,200 1,920,000 2.25%
2029 960,000 21,600 981,600 981,600 960,000 2.25%
Totals 8,410,000 886,100 9,296,100 9,296,100
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
City Hall boiler and controls replacement 400,000$
West Riverbank Stabilization 270,000
Riverfront Crossings Park Development 950,000
Highway 1 Sidewalk/Trail 477,000
Willow Creek/Kiwanis Park Improvements 800,000
Pedestrian Mall Reconstruction 3,650,000
Lower City Park Adventure Playground 850,000
McCollister Blvd - Gilbert to Sycamore 4,410,000
Prentiss Street Bridge Replacement 555,000
Issuance Costs 173,000
Amount of Issue 12,535,000$
Project
2019A General Obligation Bonds
Principal: $12,535,000
Dated: June 4, 2019
Callable: June 1, 2025
Payments
Property Tax
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
362
Fiscal
Year Principal Interest Total
2021 3,600,000 512,450 4,112,450 4,112,450 12,145,000 5.00%
2022 1,800,000 332,450 2,132,450 2,132,450 8,545,000 5.00%
2023 1,200,000 242,450 1,442,450 1,442,450 6,745,000 5.00%
2024 805,000 182,450 987,450 987,450 5,545,000 5.00%
2025 790,000 142,200 932,200 932,200 4,740,000 5.00%
2026 790,000 102,700 892,700 892,700 3,950,000 5.00%
2027 790,000 63,200 853,200 853,200 3,160,000 2.00%
2028 790,000 47,400 837,400 837,400 2,370,000 2.00%
2029 790,000 31,600 821,600 821,600 1,580,000 2.00%
2030 790,000 15,800 805,800 805,800 790,000 2.00%
Totals 12,145,000 1,672,700 13,817,700 13,817,700
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Infrastructure Asset Management software 660,000$
Wetherby Restroom, Shelter & Playground Replacement 800,000
Napolean, Scott, Fairmeadows Parks Rehabilitation 520,000
Mercer Park Pool Dehumidifcation & Tuckpointing 700,000
Pavement Rehabilitation - citywide 800,000
American Legion Road - Scott to Taft 4,851,340
First Ave/Scott Blvd Intersection Improvements 1,400,000
Court Street Reconstruction 775,000
Rochester Ave Reconstruction - First to Ralston Creek 650,000
Gilbert Court Sidewalk Infill 100,000
Fire Apparatus Replacement 716,000
Issuance Costs 172,660
Amount of Issue 12,145,000$
Project
2020A General Obligation Bonds
Principal: $12,145,000
Dated: June 1, 2020
Callable: June 1, 2026
Payments
Property Tax
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
363
364
ENTERPRISE FUNDS
Parking
Transit
Wastewater
Water
Refuse Collection
Landfill
Airport
Stormwater
Housing Authority
F
Y
2
0
2
2
365
366
PARKING FUND
The Parking Fund accounts for the activities of the City’s parking operations. The Parking Fund is an
enterprise fund and is a fully self-sustaining business-like activity. Revenues are primarily derived from
parking meter revenue, parking ramp revenue, and parking fines.
Fund Balance:
The Parking Fund’s unassigned fund balance on June 30, 2020 was $2,171,686, a 70.7% decrease
from fiscal year 2019. The decrease was due to the COVID-19 pandemic. The Parking Fund
experienced tremendous revenue loss starting in March 2020 when the pandemic hit. In June 2020,
the City agreed to an early retirement of the Harrison Street Parking Ramp lease in order to improve
monthly cash flow and to free itself of the lease’s covenants. The impact of the pandemic on the
Parking Fund caused a sudden and immediate impact on fund balance.
In fiscal year 2021, the unassigned fund balance is estimated to decrease 87.1% to $279,450. This
decrease is due to a $750,000 transfer to the Capital Projects Fund and due to an estimated loss of
revenue of approximately $1.1 million as a result of the pandemic.
(1)FY21 - FY23 figures are estimates
The fiscal year 2022 unassigned fund balance is expected to increase to by $933,650 or 334% to
$1,213,100. This increase is projected with expectations that revenues will return to normal by fiscal
year 2022.
This assigned fund balance in fiscal year 2023 represents funds held in capital reserves.
A parking impact fee, which deals with off-street parking requirements, is required for residential
development in most of the Near Southside Neighborhood. The Near Southside is bound by Burlington
Street to the north, Madison Street to the west, Gilbert Street to the east, and the Iowa Interstate
Railway main-line to the south. The revenues from the impact fee are to provide parking facilities in the
FY2018 FY2019 FY2020 FY2021 FY2022 FY2023
Assigned $5,500,000 $3,790,663 $0 $0 $0 $230,000
Unassigned $6,722,374 $7,405,105 $2,171,686 $279,450 $1,213,100 $1,926,875
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
Fund Balance (1)
367
Near Southside. A formula is used to determine the amount of required off-street parking and the
amount of required parking impact fee. The Neighborhood & Development Services department
collects the fee, which may be paid in three installments, with the first installment due before the
certificate of occupancy is issued. No funds are currently being held because of this impact fee.
During fiscal year 2015, the 2009 Parking Revenue bonds was defeased early which eliminated the
parking revenue bond’s debt service payments. The Parking Fund borrowed just under $2.5 million
from the Landfill Cell Replacement Reserve to assist in the early defeasance. The following is a
summary of that loan:
Loan Date Loan Amount
Final
Payment
Principal
Outstanding as
of 6/30/21
Total
Payment
FY22
FY22
Principal
FY22
Interest
2009F Revenue Bond
Defeasance 11/1/2014 $ 2,495,350 2024 $ 900,244 $ 289,143 $ 277,534 $ 11,609
Revenues:
Rates for the Parking System are set by the City Council. Parking System rates are reviewed annually.
The following tables list hourly and monthly Parking System rates and charges as approved by the City
Council. These rates include hourly rate adjustments that became effective on July 1, 2013 and the
monthly permit rate adjustments that became effective on July 1, 2017. No rate adjustments are
included in the fiscal year 2022 budget.
Hourly Rates and Charges
Fiscal
Year
Capitol St.
Garage
Dubuque St.
Garage
Chauncey
Swan Garage
Tower Place
Garage
Harrison St.
Garage
2018 $1.00 $1.00 $0.75 $1.00 $0.75
2014* 1.00 1.00 0.75 1.00 --
2007 0.75 0.75 0.60 0.75 --
2002 0.60 0.60 0.50 0.60 --
2001 0.50 0.50 0.40 0.60 --
*Capitol Street, Dubuque Street and Tower Place facilities offer the first hour free.
Monthly Rates and Charges
Fiscal
Year
Capitol St.
Garage
Dubuque St.
Garage
Chauncey
Swan Garage
Tower Place
Garage
Harrison St.
Garage
2018 $85.00 $85.00 $85.00 $85.00 $85.00
2011 80.00 80.00 80.00 80.00 --
2010 80.00 80.00 70.00 80.00 --
2007 75.00 65.00 60.00 75.00 --
2004 70.00 60.00 55.00 70.00 --
2002 60.00 50.00 45.00 60.00 --
2001 55.00 45.00 40.00 60.00 --
Surface parking lots charge $65.00 per month for parking permits.
368
Revenues:
Fiscal year 2022 revenue is estimated to increase by 75.7% when compared to fiscal year 2021
estimated revenue. This increase is due to the sharp decline in revenues in fiscal years 2020 and 2021
as a result of the COVID-19 pandemic. Parking revenues are estimated to return to normal in fiscal
year 2022. Parking service charges are approximately 95% of fund revenues and parking fines are
about 4%.
Expenditures:
Fiscal year 2022 budgeted expenditures represent a 9.25% decrease from fiscal year 2021 revised
expenditures. Fiscal year 2021 revised expenditures include $610,000 for the purchase of the Augusta
Place parking ramp. If this expenditure is excluded, expenditures grew 5.9% in fiscal year 2022. The
increase is expenditures is primarily due to an increase in Personnel cost of living adjustments and due
to an increase Services expenditures resulting from the return to normal levels of finance charges and
fees. All outstanding external debt was eliminated by June 30, 2020.
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected
Revenue Trends
Charges for Services Use of Money & Property Miscellaneous Other Financial Sources
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected
Expenditure Trends
Personnel Services Supplies Captial Outlay Debt Service
369
Long-term Projections:
Future revenues for the Parking Fund are projected to be relatively flat over the next five years, with no
projected rate increases. This assumes that revenues will return to normal in 2022 once the impact of
the COVID-19 pandemic subsides.
Future expenditures were projected with the assumptions that personnel related expenditures would grow
at a 3% rate annually and services and supplies would grow at a 2% rate annually.
The Parking Fund has a structural surplus in its operations to allow for future potential growth in the
system’s parking supply.
370
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 11,082,223$ 12,222,373$ 11,195,768$ 2,171,686$ 279,450$ 1,213,100$
Revenues:
Use Of Money And Property
Interest Revenues 123,441$ 177,037$ 138,303$ 10,000$ 25,000$ 25,000$
Charges For Fees And Services
Refuse Charges 175 - - - - -
Parking Charges 5,493,004 5,741,940 4,164,207 3,157,700 5,677,526 5,677,526
Miscellaneous
Parking Fines 155,488 239,834 190,024 200,000 240,000 240,000
Other Misc Revenue 35,280 33,726 63,049 35,000 35,000 35,000
Other Financial Sources
Sale Of Assets 2,679,169 - - - - -
Sub-Total Revenues 8,486,558 6,192,536 4,555,583 3,402,700 5,977,526 5,977,526
Transfers In:
Capital Reserves - - 225,000 750,000 890,000 1,000,000
1)Debt Service Transfers 3,100,821 1,021,221 6,288,823 - - -
Sub-Total Transfers In 3,100,821 1,021,221 6,513,823 750,000 890,000 1,000,000
Total Revenues & Transfers In 11,587,379$ 7,213,757$ 11,069,406$ 4,152,700$ 6,867,526$ 6,977,526$
Expenditures:
Parking Administration 1,364,542$ 1,448,416$ 1,429,747$ 1,444,396$ 1,595,816$ 1,632,559$
On Street Operations 808,802 781,704 656,739 852,431 916,366 950,997
Parking Ramp Operations 1,241,932 1,283,440 1,277,894 1,974,704 1,364,159 1,398,469
Parking Debt Service 3,100,821 3,021,221 9,788,823 - - -
Sub-Total Expenditures 6,516,098 6,534,781 13,153,203 4,271,531 3,876,341 3,982,025
Transfers Out:
Capital Improvement Projects 595,000 441,893 176,727 750,000 890,000 770,000
Capital Reserves - - 225,000 750,000 890,000 1,000,000
1) Debt Service Transfers 3,100,821 1,021,221 6,288,823 - - -
Interfund Loan Repayment to Landfill 235,310 242,467 249,736 273,405 277,535 281,726
Sub-Total Transfers Out 3,931,131 1,705,581 6,940,286 1,773,405 2,057,535 2,051,726
Total Expenditures & Transfers Out 10,447,229$ 8,240,362$ 20,093,489$ 6,044,936$ 5,933,876$ 6,033,751$
Fund Balance, June 30 12,222,373$ 11,195,768$ 2,171,686$ 279,450$ 1,213,100$ 2,156,875$
Restricted / Committed /Assigned 5,500,000 3,790,663 - - - 230,000
Unassigned Balance 6,722,374$ 7,405,105$ 2,171,686$ 279,450$ 1,213,100$ 1,926,875$
% of Revenues & Transfers In 58%103%20%7%18%28%
Parking (7100 - 7104)
Fund Summary
371
PARKING OPERATIONS
The Parking Division of the Transportation Services Department is a self-supporting enterprise
fund responsible for providing safe and convenient parking options in downtown Iowa City.
The Division oversees the operation of six ramps, five surface lots, downtown loading zones,
on-street (metered) parking, and on-street parking in the near downtown areas. Parking
Services enforces parking regulations in the central business district and surrounding areas,
while the Police Department enforces parking regulations in residential areas. The Division’s
budget is organized into four activities:
Parking Administration
Parking Administration personnel consists of a 25% cost share of the Transportation
Services Administration budget, Operations Supervisors, a Data Analyst, and Customer
Service Representatives. Administration oversees the operation of:
On-Street and Parking Lot Operations
Short-term meters (1-2 hours) are concentrated in the core of the downtown. These
meters are intended for those that are looking to have short visits to shop, dine, etc., in
downtown Iowa City. Meter terms become longer as you move further away from the
downtown core. The Parking Division also operates the following parking lots:
North Area
•Schumann Lot (near
Market & Dubuque)
•Market Street Lot
(Blue Bird Cafe)
Central Area
•Recreation Center Lot
•Burlington Street Lot
(near Mill Restaurant)
South Area
•Maiden Lane Parking
Lot (west of Gilbert
Street)
Parking Ramp Operations
Cashiered Garages:
•Dubuque Street Garage (Burlington Street & Dubuque Street) One block south of the
Public Library
•Capitol Street Garage (Burlington Street & Capitol Street) Adjoins Old Capitol Town
Center
Unattended Garages:
•Chauncey Swan Garage (Washington Street across from City Hall)
•Tower Place & Parking (Iowa Avenue & Gilbert Street) mixed-use
commercial/parking facility
•Court Street Transportation Center (Dubuque and Court Street) mixed-use
commercial/parking facility. Managed by the Transit Division
•Harrison Street Garage (Harrison Street & Dubuque Street) mixed-use
residential/public parking facility opened April of 2017
372
Parking Debt Service
Parking debt service consists of principal and interest payments on parking revenue
bonds and the Harrison Street lease-purchase agreement, which are repaid with parking
revenue.
HIGHLIGHTS
• Completed seventh year of First Hour Free resulting 843,800 hours of free parking. This is a
25% decrease from fiscal year 2019 which is attributed to the pandemic
• Provided free parking March 23rd through May 17th, 2020 to assist essential workers
• There were 184,934 total digital parking transactions using the Passport app totaling
revenue of $352,528 – a 16% decrease over fiscal year 2019
Recent Accomplishments:
• Implemented protocols for providing
safe essential parking services during
the COVID-19 pandemic
• Established 42 temporary “10 Minute
Pick Up/Drop Off” parking spaces in the
CBD to support downtown businesses
during the pandemic
• Installed Electric Vehicle Charging
stations at all parking facilities
Upcoming Challenges:
• Parking facilities continue to age and
require maintenance and rehabilitation
• Parking revenues losses due to COVID-
19 pandemic
• Accommodating commercial deliveries
in an evolving downtown environment
• Rehabilitation and expansion of bike
parking downtown
• Bringing bikeshare online
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 19.63 21.38 21.38
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
In Parking Administration, Services expenditures increased by 8.8% in fiscal year 2022
primarily due to an increase in both ITS and administrative chargebacks.
373
On Street Operations Services expenditures increased by 16.0% in fiscal year 2022 primarily
due to budget cuts for financial services in the fiscal year 2021 budget due to the COVID-19
pandemic. Financial services charges are budgeted similarly to the original fiscal year 2021
amounts.
In Parking Ramp Operations, Supplies expenditures decreased by 62.6% in the fiscal year 2022
budget. Part of this decrease is due to larger amounts budgeted for sanitary supplies in the
fiscal year 2021 budget due to the COVID-19 pandemic, and the other portion of the decrease
comes from a decrease in budgeted amounts for other maintenance supplies in fiscal year
2022.
374
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
Transient Hours Parked 5,147,055 5,054,757 3,621,758 4,300,000 5,100,000
Percent Change 1.6% -1.8% -28.3% 18.7% 18.6%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Credit Card Usage – Access Controlled Facilities
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
74% 78% 81% 85% 88%
Strengthen Community Engagement and Intergovernmental
Relations
Increase convenience and access for parking customers.
Increase credit card usage as a payment mechanism to 85%.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhance Community Mobility for All Residents
Provide convenient parking options.
Increase transient hours parked in downtown on-street and off-
street spaces.
375
Activity: Parking Administration (810110)Fund: Parking (7100)
Division: Parking Operations Department: Transportation Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 123,441$ 177,037$ 138,303$ 10,000$ 25,000$ 25,000$
Miscellaneous
Parking Fines 155,488 239,834 190,024 200,000 240,000 240,000
Other Misc Revenue (2,471) 4,059 (1,778) - - -
Other Financial Sources
Sale Of Assets 2,679,169 - - - - -
Total Revenues 2,955,627$ 420,930$ 326,549$ 210,000$ 265,000$ 265,000$
Expenditures:
Personnel 358,746$ 378,068$ 373,738$ 421,714$ 482,688$ 497,169$
Services 1,005,164 1,059,681 1,055,848 1,022,682 1,112,728 1,134,983
Supplies 633 13 161 - 400 408
Capital Outlay - 10,654 - - - -
Total Expenditures 1,364,542$ 1,448,416$ 1,429,747$ 1,444,396$ 1,595,816$ 1,632,559$
Personnel Services - FTE 2018 2019 2020 2021 2022
Customer Service Rep - Transp. Serv.1.00 0.75 0.75 0.88 0.88
Data Analyst - - - 0.50 0.50
Operations Supv - Trans Serv 2.50 2.50 2.50 3.00 3.00
Operations Specialist - Transp. Serv.0.38 0.38 0.38 - -
Total Personnel 3.88 3.63 3.63 4.38 4.38
Activity Summary
376
Activity: On Street Operations (810120)Fund: Parking (7100)
Division: Parking Operations Department: Transportation Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Parking Charges 1,635,719$ 1,584,317$ 1,152,653$ 621,320$ 1,599,130$ 1,599,130$
Miscellaneous
Other Misc Revenue (133) (1,978) (606) - - -
Total Revenues 1,635,585$ 1,582,339$ 1,152,047$ 621,320$ 1,599,130$ 1,599,130$
Expenditures:
Personnel 429,708$ 419,368$ 373,661$ 593,472$ 630,399$ 649,311$
Services 366,126 271,095 271,371 239,426 277,675 283,229
Supplies 7,137 15,906 4,804 4,533 8,292 8,458
Capital Outlay 5,831 75,336 6,903 15,000 - 10,000
Total Expenditures 808,802$ 781,704$ 656,739$ 852,431$ 916,366$ 950,997$
Personnel Services - FTE 2018 2019 2020 2021 2022
Electronics Technician - Transp. Serv.1.00 1.00 1.00 1.00 1.00
MW II - Transportation Serv. 2.00 2.00 2.00 2.00 2.00
Parking Enforcement Attendant 5.00 5.00 5.00 5.00 5.00
Total Personnel 8.00 8.00 8.00 8.00 8.00
Capital Outlay 2021 2022
Bike racks - replacement/expansion 15,000$ -$
Total Capital Outlay 15,000$ -$
Activity Summary
377
Activity: Parking Ramp Operations (810140)Fund: Parking (7100)
Division: Parking Operations Department: Transportation Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 175$ -$ -$ -$ -$ -$
Parking Charges 3,857,285 3,866,959 2,866,222 2,536,380 4,078,396 4,078,396
Miscellaneous
Other Misc Revenue 37,885 31,645 65,433 35,000 35,000 35,000
Total Revenues 3,895,345$ 3,898,604$ 2,931,655$ 2,571,380$ 4,113,396$ 4,113,396$
Expenditures:
Personnel 544,767$ 537,694$ 547,098$ 680,017$ 702,641$ 723,720$
Services 641,010 713,425 628,106 638,722 644,313 657,199
Supplies 44,695 32,321 14,370 45,965 17,205 17,549
Capital Outlay 11,460 - 88,320 610,000 - -
Total Expenditures 1,241,932$ 1,283,440$ 1,277,894$ 1,974,704$ 1,364,159$ 1,398,469$
Personnel Services - FTE 2018 2019 2020 2021 2022
Cashier - Parking 6.75 6.75 5.00 5.00 5.00
M.W. I - Parking Systems 2.50 2.50 2.50 3.50 3.50
Sr M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50
Total Personnel 9.75 9.75 8.00 9.00 9.00
Capital Outlay 2021 2022
Purchase of parking ramp improvements 610,000$ -$
Total Capital Outlay 610,000$ -$
Activity Summary
378
Activity: Parking Debt Service (810180)Fund: Parking (7101)
Division: Parking Operations Department: Transportation Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Transfers In:
Debt Service Transfer
(From Restricted Parking Impact Fees to
Restricted for Debt Service)-$ -$ 435,996$ -$ -$ -$
Debt Service Transfer
(From Parking Unrestricted to
Restricted for Debt Service)3,100,821 1,021,221 5,852,827 - - -
Total Revenues & Transfers In 3,100,821$ 1,021,221$ 6,288,823$ -$ -$ -$
Expenditures:
Lease-purchase Payments 3,100,821$ 3,021,221$ 9,788,823$ -$ -$ -$
Total Expenditures 3,100,821$ 3,021,221$ 9,788,823$ -$ -$ -$
Activity: Parking Impact Fee (810170)Fund: Parking (7102)
Division: Parking Operations Department: Transportation Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Parking Charges -$ 290,664$ 145,332$ -$ -$ -$
Total Revenues -$ 290,664$ 145,332$ -$ -$ -$
Activity Summary
Activity Summary
379
TRANSIT FUND
The Transit Fund accounts for the operations of the City’s public transportation operations. The
Transit enterprise fund utilizes user fees, property taxes, and State and Federal funding to
provide transportation services throughout the City including para-transit services.
In fiscal year 2020, the unassigned fund balance decreased by 27.6% or $730,528 over fiscal
year 2019 to $1,916,820 primarily due to the transfers to the Capital Reserves for bus and
facility replacement. The fiscal year 2021 projected unassigned fund balance is estimated to
increase by 6.6% or $127,170 from fiscal year 2020 to $2,043,990. This increase is primarily
due to the receipt of CARES Act grant funding and due to a surplus generated by the Court
Street Transportation Center.
Unassigned fund balance is budgeted to grow by 166% or $3,385,946 in fiscal year 2022 to
$5,429,936. This increase is primarily due to the anticipated receipt of $3,709,870 in CARES
Act grant funding.
(1)FY21 - FY23 figures are estimates
The Transit Fund has assigned fund balance for replacement reserves. For fiscal year 2022,
the assigned fund balance is estimated at $5,131,700. Funds are transferred from the Transit
operations to the replacement reserve to cover 20% of depreciation expense for buses and
facilities. Grants typically cover about 80% of the cost of replacement, and the replacement
reserves are expected to cover the remaining 20%. In fiscal year 2020, $1,380,922 was
transferred to the replacement reserves and in fiscal year 2021, $160,000 is budgeted to be
transferred to the replacement reserves. In fiscal year 2022, the projected to transfer is
$885,433 due to the additional match required to purchase electric buses rather than diesel.
FY2018 FY2019 FY2020 FY2021 FY2022 FY2023
Assigned $777,476 $3,929,573 $4,997,537 $5,234,737 $5,131,700 $1,291,700
Unassigned $5,381,624 $2,647,348 $1,916,820 $2,043,990 $5,429,936 $5,695,266
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
Fund Balance (1)
380
Revenues:
The Transit fund is funded through several revenue sources:
• Federal Operating Assistance: Based on an MPOJC formula, these funds are
distributed annually between Cambus, Coralville Transit, and Iowa City Transit.
State Operating Assistance: Job Access and Reverse Commute Program (JARC),
is a Federally-funded, application-based grant program, with annual allocations.
This is 34% of fiscal year 2020 budgeted revenue.
• Transit Property Tax Levy: Iowa State Code chapter 384.12.10 provides the legal
authority for municipalities to levy additional taxes, including “a tax for the
operation and maintenance of a municipal transit system…” Iowa City transit
property tax levy is $.95 per thousand of valuation. These property tax funds are
collected in the General fund and transferred to the Transit fund.
• Bus Fares: Fares amount to 10.7% of the Transit fund revenue. No fare
increases are being proposed for fiscal year 2022. This share is lower than most
years due to the CARES Act and electric bus grant funding.
• Court Street Transportation Parking and Rent Revenues: These revenues include
all hourly ($1.00 per hour after the first hour) and permit ($85 per month) parking
as well as rent from the commercial properties.
• Other Revenue: The Transit fund also receives revenue from advertising and
other miscellaneous sources.
Fiscal year 2022 revenue is projected to increase from the fiscal year 2021 revised revenue
estimates by 152%. The increase is due to the CARES Act grant funding budgeted in fiscal
year 2022.
The Transit Property Tax Levy (including State backfill funds), estimated at $4,145,407, will
be transferred into the Transit fund from the General fund in fiscal year 2022. Combined
with funding from other governments, approximately $13.3 million of the $15.5 million in
revenues and transfers in (not including reserve transfers) or 85.8% is from sources of
revenue not generated by transit operations. This is a higher than fiscal year 2021 funding
due to the CARES Act and electric bus grant revenue.
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected 2023 Projected
Revenue Trends
Charges for Services Intergovernmental Use of Money & Property
Miscellaneous Other Financial Sources
381
Expenditures:
Fiscal year 2022 budgeted expenditures represent a 54.4% increase from the fiscal year
2021 revised expenditure budget. The increase is due to the bus replacement expenditures
budgeted in Capital Outlay as a result of the grant funding awarded.
Long-term Projections:
The Transit Fund revenues in fiscal year 2022 are high due to receipt of CARES Act grant
funding. Transit Fund revenues are projected flat for future years with any increases coming
from growth in the Transit Property Tax Levy transfer in. Transit Property Taxes are projected
with taxable valuation growth of 3% in fiscal year 2023, 2.41% in fiscal year 2024, and 3% in
fiscal years 2025 through 2027. The final drop in the Multi-Residential rollback rates to match
the Residential rollback rates occurs in fiscal year 2024.
Future expenditures were projected with the assumptions that personnel related expenditures
would grow at a 3% rate annually and services and supplies would grow at a 2% rate
annually. Expenditures in fiscal year 2022 are higher due to purchases of new buses and
higher in fiscal year 2023 due to Capital Projects Fund transfers out for a new Transit Facility.
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022
Projection
2023
Projection
Expenditure Trends
Personnel Services Supplies Capital Outlay
382
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 6,427,042$ 6,159,100$ 6,576,920$ 6,914,357$ 7,278,727$ 10,561,636$
Revenues:
Use Of Money And Property
Interest Revenues 76,563$ 137,651$ 103,672$ 50,000$ 50,000$ 50,000$
Rents 138,761 137,562 152,123 47,570 130,050 130,050
Intergovernmental
Fed Intergovnt Rev 2,616,326 1,692,952 2,562,895 2,470,160 8,590,049 1,862,899
State 28E Agreements - - 52,611 - - -
Other State Grants 3,298,477 456,467 531,641 456,470 531,640 531,640
Local 28E Agreements 37,622 37,749 60,186 38,750 39,140 39,140
Charges For Fees And Services
Transit Fees 1,225,688 1,220,379 968,974 750,390 1,220,390 1,220,390
Misc Charges For Svc 1,285 910 - 910 - -
Refuse Charges 291 - - - - -
Parking Charges 812,026 774,165 621,013 586,810 747,110 747,110
Miscellaneous
Printed Materials - - 15 - - -
Misc Merchandise 177 1,183 - 1,180 - -
Other Misc Revenue 69,093 76,738 61,468 48,065 52,020 52,020
Other Financial Sources
Sale Of Assets - 23 9 - - -
Sub-Total Revenues 8,276,309 4,535,779 5,114,607 4,450,305 11,360,399 4,633,249
Transfers In:
Transit Property Tax Levy 3,376,455 3,563,749 3,660,631 4,080,088 4,145,407 4,269,769
Capital Reserves 390,222 3,152,097 1,380,922 160,000 885,433 160,000
Sub-Total Transfers In 3,766,677 6,715,846 5,041,553 4,240,088 5,030,840 4,429,769
Total Revenues & Transfers In 12,042,986$ 11,251,625$ 10,156,160$ 8,690,393$ 16,391,239$ 9,063,018$
Expenditures:
Transit Admin 428,760$ 444,131$ 501,285$ 579,637$ 588,589$ 602,228$
Transit Operations 5,157,570 5,336,491 5,881,294 5,747,457 5,905,746 6,061,233
Fleet Maintenance 1,417,846 1,453,355 1,372,252 1,372,717 1,503,878 1,540,561
Court St Transportation Center 197,031 212,632 218,120 216,212 218,934 223,666
Replacement Reserve 4,719,500 - 312,957 - 4,005,750 -
Sub-Total Expenditures 11,920,706 7,446,609 8,285,908 7,916,023 12,222,897 8,427,688
Transfers Out:
Capital Project Fund - 235,099 151,894 250,000 - 4,050,000
Capital Reserves 390,222 3,152,097 1,380,922 160,000 885,433 160,000
Sub-Total Transfers Out 390,222 3,387,196 1,532,815 410,000 885,433 4,210,000
Total Expenditures & Transfers Out 12,310,928$ 10,833,805$ 9,818,723$ 8,326,023$ 13,108,330$ 12,637,688$
Fund Balance, June 30 6,159,100$ 6,576,920$ 6,914,357$ 7,278,727$ 10,561,636$ 6,986,966$
Restricted / Committed /Assigned 777,476 3,929,573 4,997,537 5,234,737 5,131,700 1,291,700
Unassigned Balance 5,381,624$ 2,647,348$ 1,916,820$ 2,043,990$ 5,429,936$ 5,695,266$
% of Revenues & Transfers In 45%24%19%24%33%63%
Transit (7150 - 7151)
Fund Summary
383
TRANSIT OPERATIONS
The Transit Division is a self-supporting enterprise fund that provides fixed-route and paratransit
bus services as well as operating the Court Street Transportation Center. The division is
committed to providing safe, courteous, and quality transportation to the citizens and visitors of
Iowa City as well as the City of University Heights. The division’s budget is organized into five
activities:
Transit Administration
Transit Administration personnel consists of a 45% cost share of the Transportation Services
Administration budget, an Operations Supervisor, Customer Service Representatives, and a Data
Analyst. Administration oversees the operation of:
Transit Operations (fixed-route and paratransit services)
Iowa City Transit fixed route operations include 20 routes during weekday peak service within the
corporate limits of Iowa City and University Heights. Fixed route bus service is operated with a
27 bus fleet, Monday - Friday from 5:45 am - 11:20 pm, Saturday from 5:45 am - 7:40 pm. During
peak hours, most routes operate on 30 minute headways while providing hourly service during
off-peak and Saturdays. Complimentary paratransit service is provided mirroring the hours of
operation of the fixed route service. These services are contracted through an agreement with
Johnson County SEATS with vehicles provided by the City of Iowa City.
Fleet Maintenance
Iowa City Transit maintains a fleet of 27 heavy duty buses and 13 para-transit buses, all of which
are ADA accessible.
Court Street Transportation Center
In addition to operating the public transit services, Iowa City Transit also operates the Court Street
Transportation Center. This multi-use facility houses a 600-space parking facility and four
commercial properties. This facility was FTA funded resulting in all revenues being directed to
the transit fund.
Replacement Reserve
This reserve holds fund for the replacement of buses and facilities. Funds equal to 20% of the
accumulated depreciation of the City’s bus fleet and maintenance facility are maintained in this
reserve to be used as a match for state or federal grants. This reserve also accounts for the
replacement grants and purchases activity.
384
HIGHLIGHTS
•Provided 1,156,346 million passenger trips in fiscal year 2020. This is a 22% decrease
from fiscal year 2019, attributed to the COVID-19 pandemic
•Provided 649,391 miles and 49,395 hours of service
•Contracted para-transit service provided 73,489 passenger trips in fiscal year 2020, a
24% decrease from fiscal year 2019
Recent Accomplishments:
•Implemented protocols and
strategies to maintain safe essential
transit services during the COVID-19
pandemic
•Lead the Iowa City Area Transit
Study in partnership with the City of
Coralville and the University of Iowa
CAMBUS
•Introduced a new user-friendly trip
planning and arrival information app
called “Transit”
•Awarded $3,017,280 Federal Transit
Administration grant to replace four
of our aged diesel buses with clean-
fuel battery electric buses
Upcoming Challenges:
•Continuing to operate and provide
essential transportation services
during the evolving COVID-19
pandemic
•Recovering from COVID-19 ridership
losses and revenue shortfalls
•Implementing recommendations
from the Iowa City Area Transit
Study
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 50.38 51.13 51.13
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
In Transit Operations, Services expenditures increased by 9.9% in the fiscal year 2022 budget
due to an increase in amounts paid for paratransit services with Johnson County.
385
Fleet Maintenance saw a decrease of 52.5% in Services expenditures for fiscal year 2022
primarily due to a decrease in other equipment repair and maintenance fees. Additionally,
Supplies expenditures in the activity increased by 27.2% in fiscal year 2022 due to diesel fuel,
which saw budget cuts in the fiscal year 2021 due to the COVID-19 pandemic.
In the Court Street Transportation Center, Services expenditures in fiscal year 2022 increased
by 7.8%. This decrease is the result of an increase in repair and maintenance fees.
386
Activity: Transit Admin (810210)Fund: Transit (7150)
Division: Public Transportation Department: Transportation Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 76,563$ 137,651$ 103,672$ 50,000$ 50,000$ 50,000$
Intergovernmental
Fed Intergovnt Rev - - 700,000 700,000 3,709,870 -
Miscellaneous
Printed Materials - - 15 - - -
Other Misc Revenue - - 2,547 - - -
Other Financial Sources
Sale Of Assets - 23 - - - -
Transfers In:
Transfer In - Transit Property Tax Levy 3,376,455 3,563,749 3,660,631 4,080,088 4,145,407 4,265,783
Total Revenues & Transfers In 3,453,018$ 3,701,423$ 4,466,865$ 4,830,088$ 7,905,277$ 4,315,783$
Expenditures:
Personnel 119,213$ 115,331$ 117,800$ 186,217$ 186,758$ 192,361$
Services 309,411 327,657 382,920 392,869 401,431 409,460
Supplies 136 1,143 564 551 400 408
Total Expenditures 428,760$ 444,131$ 501,285$ 579,637$ 588,589$ 602,228$
Personnel Services - FTE 2018 2019 2020 2021 2022
Customer Service Rep - Trans Serv 1.00 0.75 0.75 0.88 0.88
Data Analyst - - - 0.50 0.50
Operations Supv - Trans Serv 0.50 0.50 0.50 0.50 0.50
Total Personnel 1.50 1.25 1.25 1.88 1.88
Activity Summary
387
Activity: Transit Operations (810220)Fund: Transit (7150)
Division: Public Transportation Department: Transportation Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Fed Intergovnt Rev 1,497,897$ 1,692,952$ 1,862,895$ 1,692,960$ 1,862,899$ 1,862,899$
State 28E Agreements - - 52,611 - - -
Other State Grants 585,201 456,467 531,641 456,470 531,640 531,640
Local 28E Agreements 37,622 37,749 60,186 38,750 39,140 39,140
Charges For Fees And Services
Transit Fees 1,225,688 1,220,379 968,974 750,390 1,220,390 1,220,390
Misc Charges For Svc 1,285 910 - 910 - -
Miscellaneous
Other Misc Revenue 8,495 10,851 - - - -
Sale Of Assets - - 9 - - -
Total Revenues 3,356,188$ 3,419,308$ 3,476,316$ 2,939,480$ 3,654,069$ 3,654,069$
Expenditures:
Personnel 3,215,007$ 3,355,501$ 3,492,005$ 3,681,993$ 3,737,167$ 3,849,282$
Services 1,763,895 1,956,533 2,355,392 1,953,471 2,146,539 2,189,470
Supplies 30,710 24,457 33,897 27,993 22,040 22,481
Capital Outlay 147,958 - - 84,000 - -
Total Expenditures 5,157,570$ 5,336,491$ 5,881,294$ 5,747,457$ 5,905,746$ 6,061,233$
Personnel Services - FTE 2018 2019 2020 2021 2022
M.W. I - Transit 2.00 2.00 2.00 2.00 2.00
Transit Operator 37.75 37.75 37.75 37.75 37.75
M.W. II - Transit 1.00 1.00 1.00 1.00 1.00
Operations Supervisor - Transp. Serv.1.00 1.00 1.00 1.50 1.50
Operations Specialist - Transp. Serv.0.38 0.38 0.38 - -
Sr. M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50
Total Personnel 42.63 42.63 42.63 42.75 42.75
Capital Outlay 2021 2022
Plexiglass protective barriers 84,000$ -$
Total Capital Outlay 84,000$ -$
Activity Summary
388
Activity: Fleet Maintenance (810230)Fund: Transit (7150)
Division: Public Transportation Department: Transportation Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 291$ -$ -$ -$ -$ -$
Miscellaneous
Misc Merchandise 177 1,183 - 1,180 - -
Other Misc Revenue 999 - 6,537 - - -
Total Revenues 1,467$ 1,183$ 6,537$ 1,180$ -$ -$
Expenditures:
Personnel 518,306$ 511,567$ 561,310$ 641,297$ 660,544$ 680,360$
Services 156,994 149,659 44,830 109,324 51,939 52,978
Supplies 742,546 792,129 766,112 622,096 791,395 807,223
Total Expenditures 1,417,846$ 1,453,355$ 1,372,252$ 1,372,717$ 1,503,878$ 1,540,561$
Personnel Services - FTE 2018 2019 2020 2021 2022
Mechanic II - Transit 2.00 2.00 2.00 2.00 2.00
Mechanic III - Transit 2.00 2.00 2.00 2.00 2.00
Operations Supv - Trans Serv 1.00 1.00 1.00 1.00 1.00
Parts/Data Entry Clk - Transit 1.00 1.00 1.00 1.00 1.00
Total Personnel 6.00 6.00 6.00 6.00 6.00
Activity Summary
389
Activity: Court St Transportation Center (810240)Fund: Transit (7150)
Division: Public Transportation Department: Transportation Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Rents 138,761$ 137,562$ 152,123$ 47,570$ 130,050$ 130,050$
Charges For Fees And Services
Parking Charges 812,026 774,165 621,013 586,810 747,110 747,110
Miscellaneous
Other Misc Revenue 59,600 65,887 52,384 48,065 52,020 52,020
Total Revenues 1,010,387$ 977,614$ 825,520$ 682,445$ 929,180$ 929,180$
Expenditures:
Personnel 31,597$ 32,316$ 36,904$ 34,377$ 35,381$ 36,442$
Services 163,979 172,801 179,912 167,610 180,804 184,420
Supplies 1,455 7,515 1,305 14,225 2,749 2,804
Total Expenditures 197,031$ 212,632$ 218,120$ 216,212$ 218,934$ 223,666$
Personnel Services - FTE 2018 2019 2020 2021 2022
M.W. I - Parking Systems 0.50 0.50 0.50 0.50 0.50
Total Personnel 0.50 0.50 0.50 0.50 0.50
Activity Summary
390
Activity: Replacement Reserve (810280/810290)Fund: Transit (7151)
Division: Public Transportation Department: Transportation Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Intergovernmental
Fed Intergovnt Rev 1,118,429$ -$ -$ 77,200$ 3,017,280$ -$
Other State Grants 2,713,276 - - - - -
Other Financial Sources
Transfer In from Transit Operations 390,222 3,152,097 1,380,922 160,000 885,433 160,000
Total Revenues & Transfers In 4,221,927$ 3,152,097$ 1,380,922$ 237,200$ 3,902,713$ 160,000$
Expenditures:
Supplies 7,396$ -$ -$ -$ -$ -$
Capital Outlay 4,712,104 - 312,957 - 4,005,750 -
Total Expenditures 4,719,500$ -$ 312,957$ -$ 4,005,750$ -$
Capital Outlay 2021 2022
Four Electric Bus replacement upgrades -$ 4,005,750$
Total Capital Outlay -$ 4,005,750$
Activity Summary
391
WASTEWATER FUND
The Wastewater Fund accounts for the business-like operations of the City’s wastewater/sewer
utility. The wastewater utility operates the City’s waste treatment plant, the sewage lift stations,
the sanitary sewer collection system, and the wastewater monitoring operations. The
Wastewater Fund is primarily supported through user fees.
The wastewater operations have been undergoing a major transformation over the last few
years. The City completed a major expansion of the South Wastewater Treatment Plant during
fiscal year 2015, and all of the City’s sewage treatment operations were consolidated at the
South Plant. The project cost was $55 million, and was funded from $41.4 million from state
and federal grants, $8.6 million from Local Option Sales Tax revenue, and $5 million from
Wastewater user fees. A project to demolish and remove the North Treatment Plant and
establish wetlands and a park was started in fiscal year 2015 at an estimated cost of $6 million
with the assistance of a State sales tax flood mitigation grant.
The Wastewater Fund provided a $6 million loan to the Capital Projects Fund for the demolition
of the North Wastewater Treatment Plant in fiscal year 2015. This loan is being repaid with the
State sales tax flood mitigation grant. The loan payment schedule is as follows:
Fund Balance:
The Wastewater Fund’s unassigned fund balance at fiscal year 2020 year-end was lower than
fiscal year 2019 by approximately $2,989,271 or 21%. This decrease was primarily due to the
creation of a Capital Reserve Fund. A Capital Reserve was created in fiscal year 2020, and
$8.6 million was transferred into it from unassigned fund balance. This transfer out was offset
by several factors including a $1.75 million interfund loan payment from the sales tax flood
mitigation grant program and reduced Wastewater Charge revenues .
In fiscal years 2021, unassigned fund balance is expected to increase by $872,636 or 7.6%.
This increase is stemming from a $1.375 million sales tax flood mitigation grant program
interfund loan payment reduced by revenue losses from lower University of Iowa usage charges
stemming from the COVID-19 pandemic.
In fiscal year 2022, the unassigned fund balance is budgeted to increase by $1,731,561 or
13.9% primarily due to the projected restoration of pre-COVID revenue levels and due to the
Year Principal Interest Payment Balance Rate
2015 200,000$ 166,598$ 366,598$ 5,800,000$ 0.17%
2016 200,000 166,258 366,258 5,600,000 0.28%
2017 225,000 165,698 390,698 5,375,000 0.47%
2018 975,000 164,640 1,139,640 4,400,000 0.78%
2019 1,275,000 67,708 1,342,708 3,125,000 1.21%
2020 1,750,000 55,320 1,805,320 1,375,000 1.56%
2021 1,375,000 26,400 1,401,400 - 1.92%
6,000,000$ 812,621$ 6,812,621$
392
lower debt service requirements as the final payments on the 2016C Sewer Revenue Refunding
Capital Loan Notes roll off.
(1) FY21 - FY23 figures are estimated
The Wastewater Fund maintains two reserved funds: one restricted fund for debt service and
one assigned one for capital reserves. The debt reserve funds are restricted in accordance with
revenue bond covenants. Bond covenant requirements are monitored annually on an accrual
basis and reported in the City’s Consolidated Annual Financial Report. The capital reserve is
assigned to build reserves for future system and infrastructure improvements. Restricted fund
balances in the debt reserve and assigned fund balances in the capital reserve are enticipated
to be $4,650,188 and $6,024,570, respectively, in fiscal year 2022.
Revenues:
Approximately 98% of Wastewater operations are funded through charges for services.
Wastewater Operations are funded by sewer user fees, per the following schedule:
Minimum Monthly Charge (includes the first 100 cu. ft. used) $8.15
Each Additional 100 cu. ft. $3.99
BOD (per pound) 300 mg/L or less included in charge for 100 cu.
ft. of water used
BOD (per pound) from 301 mg/L to 2000 mg/L $0.284 per pound
BOD (per pound) greater than 2000 mg/L $0.425 per pound
Suspended Solids (SS) per pound $0.227 per pound
393
Monthly Minimum, Unmetered User $33.36 per month
Manufactured Housing Park, Monthly Minimum per lot $33.36 per month
Holding Tank Waste - plus landfill fees $0.032 per gallon
Holding Tank Waste Hauler - Annual Permit $907.00 per year
Overall, the fiscal year 2022 budgeted revenue increased from the 2021 revised budget by
6.2%. This is due to the projected return to pre-COVID revenue levels. No changes to the
City’s sewer rate structure are proposed in the fiscal year 2022 budget.
Use of Money & Property primarily consists of interest on investments. Other Financial
Sources are proceeds from the sale of debt and from the sale of assets.
Expenditures:
The fiscal year 2022 budgeted expenditures, not including debt service, are estimated to be
2.6% higher than the fiscal year 2021 expenditures. This is primarily due to the allocation of
the Water Fund customer service costs to the Wastewater Fund. This allocation added
$638,690 to Wastewater Administration Services expenditures in fiscal year 2022.
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected
Revenue Trends
Charges for Services Other Financial Sources Licenses and Permits
Intergovernmental Use of Money & Property Miscellaneous
394
28% of the Wastewater Fund’s expenditures are for revenue bond principal and interest
payments. All outstanding sewer revenue bonds will be repaid by the end of fiscal year 2023.
Long-term Projections:
Future Charges for Services revenues for Wastewater are projected forward based on an
account growth rate of 1%. Fiscal year 2023 revenues are projected to decrease as transfers
for debt service payments drop off. Revenues are projected to increase starting in 2024 due
to new bond issuance and due to an increase in Capital Reserve transfers in.
Future expenditures were projected with the assumptions that Personnel related expenditures
would grow at a 3% rate annually and Services and Supplies would grow at a 2% rate
annually. Expenditures are expected to decrease in fiscal year 2023 as a result of lower debt
service payments. The decrease in expenditures is also due to lowered debt service
requirements. Expenditures are projected to increase starting in 2024 due to new bond
issuance and due to an increase in Capital Reserve transfers out.
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
2018 Actual 2019 Actual 2020 Actual 2021
Revised
2022 Budget 2023
Projected
Expenditure Trends
Personnel Services Supplies Capital Outlay Debt Service
395
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 25,193,872$ 20,759,108$ 20,785,877$ 23,423,906$ 24,592,437$ 24,830,493$
Revenues:
Licenses And Permits
Misc Permits & Lic 9,436$ 11,709$ 11,791$ 11,710$ 11,790$ 11,790$
Intergovernmental
Disaster Assistance 810 - - - - -
Use Of Money And Property
Interest Revenues 392,263 400,987 351,503 201,400 175,000 175,000
Royalties & Commiss 205 169 254 170 250 250
Charges For Fees And Services
Misc Charges For Svc 1,950 - 1,200 - 1,200 1,200
Wastewater Charges 12,621,036 12,830,133 12,353,935 11,631,416 12,353,930 12,477,469
Refuse Charges 2,564 738 1,509 740 1,510 1,510
Miscellaneous
Other Misc Revenue 77,373 181,130 86,530 50,000 86,530 86,530
Other Financial Sources
Debt Sales - - - - - -
Sale Of Assets 9,648 - 47,544 - - -
Sub-Total Revenues:13,115,285 13,424,866 12,854,265 11,895,436 12,630,210 12,753,749
Transfers In:
Interfund Loans 975,000 1,275,000 1,750,000 1,375,000 - -
Misc Transfers In 452 1,877 1,971 1,900 2,300 2,300
Capital Reserves - - 8,600,000 2,500,000 2,500,000 3,000,000
1)Bond Ordinance Trans 5,208,862 2,930,250 2,934,100 2,862,250 1,178,495 (512,688)
Sub-Total Transfers In 6,184,314 4,207,127 13,286,071 6,739,150 3,680,795 2,489,612
Total Revenues & Transfers In 19,299,599$ 17,631,993$ 26,140,336$ 18,634,586$ 16,311,005$ 15,243,361$
Expenditures:
Wastewater Administration 1,783,275$ 1,879,511$ 1,927,439$ 2,043,295$ 2,741,514$ 2,769,436$
Wastewater Treatment Plant Ops 3,436,253 3,073,284 3,067,601 3,867,506 3,369,910 3,456,706
Lift Stations 155,328 235,473 248,790 291,124 307,818 257,874
Wastewater Collection Systems 782,131 749,385 808,365 835,525 803,212 839,844
Wastewater Debt Service 9,581,769 6,675,888 2,876,800 2,878,925 2,814,000 2,137,500
Sub-Total Expenditures 15,738,755 12,613,542 8,928,996 9,916,375 10,036,454 9,461,361
Transfers Out:
Capital Project Fund 2,786,745 2,061,433 3,039,211 2,187,430 2,358,000 2,755,000
Capital Reserves - - 8,600,000 2,500,000 2,500,000 3,000,000
1)Debt Service Funding 5,208,862 2,930,250 2,934,100 2,862,250 1,178,495 (512,688)
Sub-Total Transfers Out 7,995,607 4,991,683 14,573,311 7,549,680 6,036,495 5,242,312
Total Expenditures & Transfers Out 23,734,362$ 17,605,225$ 23,502,307$ 17,466,055$ 16,072,949$ 14,703,673$
Fund Balance, June 30 20,759,108$ 20,785,877$ 23,423,906$ 24,592,437$ 24,830,493$ 25,370,182$
Restricted / Committed /Assigned 9,990,706 6,245,068 11,872,368 12,168,263 10,674,758 8,269,570
Unassigned Balance 10,768,403$ 14,540,809$ 11,551,538$ 12,424,174$ 14,155,735$ 17,100,612$
% of Revenues & Transfers In 56%82%44%67%87%112%
1) Same Fund Transfers required by bond covenants
Wastewater (7200 - 7204)
Fund Summary
396
WASTEWATER DIVISION OPERATIONS
The Iowa City Wastewater Division exists in order to economically ensure the public health and
safety of the citizens of Iowa City and locally protect the Iowa River as a water resource for the
people of Iowa. The Division will achieve the mission by providing proper care, operation, and
maintenance of City wastewater and storm water collection systems, treatment plant, and the
local environment.
Wastewater Treatment processes an average of 8.7 million gallons of wastewater per day. Staff
members measure and report 120 different tests per month to the Iowa Department of Natural
Resources (DNR) for both influent waste and treated effluent.
Other major work elements for this division include sewer main repairs, preventative
maintenance, and 24/7 response to emergency sewer calls. Staffing is seven days a week for
operations staff. Administrative, lab, maintenance and collections staff are on-site five days a
week. The division’s budget is organized into four activities:
Wastewater Administration
Wastewater Administration administers W astewater Division policies, procedures,
budget and manages Wastewater division personnel. W astewater Administration
coordinates W astewater Division activities with other City departments and divisions.
Administration oversees the wastewater treatment plant, collections, and lift stations.
Wastewater Treatment Plant Operations
The Wastewater Division operates and maintains one treatment plant. The plant,
located at 4366 Napoleon St. SE, was expanded in 2010 to accommodate more
stringent water quality standards, future growth in residential and industrial customers
and closure of the North Plant. The site of the North Plant that was in service for 79
years, has been decommissioned and restored to a recreation area.
Lift Stations
The Wastewater Division operates and maintains 17 wastewater lift stations and 5 storm
water stations throughout the city. The wastewater lift stations work in conjunction with
the wastewater collection system. Wastewater lift stations are facilities designed to move
wastewater from lower to higher elevation, particularly where the elevation of the source
is not sufficient for gravity flow and/or when the use of gravity conveyance will result in
excessive excavation depths and high sewer construction costs. The storm water lift
stations are facilities designed to move storm water from flood protection areas to
receiving streams thereby reducing the threat of flood damage to private and public
property.
397
Wastewater/Storm water Collection Systems
The Wastewater Division maintains 320 miles of sanitary sewers and 110 miles of
dedicated storm sewers. The wastewater collection system works in conjunction with
the wastewater lift stations. The storm water collection system works in conjunction with
the storm water lift stations and point of discharge to receiving streams. The sanitary
sewer and storm water collection systems are maintained by jetting and vacuuming.
Portions are periodically televised to determine status and to calculate repair priorities.
Wastewater Debt Service
Wastewater debt service consists of principal and interest payments on wastewater
revenue bonds, which are repaid with wastewater revenue.
HIGHLIGHTS
Recent Accomplishments:
• Recently installed biosolids dewatering presses (BFP’s), division staff are currently
operating the BFP’s through extended performance testing to insure they meet the
requirements of the construction documents
• Completed construction for the replacement of existing 1.0KW Generator with a 2KW
generator, that will operate the full plant electrical load in emergency conditions was
completed in 2020
• Completed replacement of the rake mechanisms in selected secondary clarifiers C5100
and C5200
• Continue with the yearly sewer maintenance program including lining and spot repairs
• McCollister Road extension east of Gilbert Street has been recently completed including
sanitary and storm water collection. Collections has inspected and confirms it is
complete. Connection to the existing sanitary sewer system is complete
• Continued review of development projects within the City in conjunction with the
Engineering Department, to ensure that City standards are followed and that
development meets the City’s long-term goals
Upcoming Challenges:
• Review the recommendations of the Methane Feasibility Study to develop a methane
recovery and utilization strategy to work towards the City Council goals as set out in the
Iowa City Climate Action and Adaptation Plan
• Replace the brick façade that recently failed and top seal for the sludge storage tank
8801
• Initiate a study to determine improvements and replacement of equipment and structures
in the digester complex. This study will include development of a phosphorous removal
strategy to minimize struvite formation in the digesters that damages piping and
398
equipment and takes up space in the digesters needed for active digestion. This will
include phosphorous removal, assessment and replacement as needed for the digester
complex roofs, 20-year-old heat exchangers and other anaerobic digester equipment as
needed. This study will also explore the utilization of food waste and grease trap waste
for increase methane gas production, and potential uses for the gas such as generate
electricity or produce CNG for vehicle use
• Replace the influent pump station bar screen mechanisms with new and include
screenings compactors
• Make repairs and upgrades to several storm and sanitary lift stations
• Continue with the yearly sewer maintenance program and to make repairs of sewer
deficiencies as they are found to maintain the integrity of the sanitary sewer
• Dewatering roll-off - Pave area for dewatering role-off placed and elevated area. Begin
use for dewatering car wash sand loads, drilling fluids and concrete saw waste
• Construction of the Nevada Avenue sewer replacement project to begin in calendar year
2021. Because of the location of the sewer, construction coordination with homeowners
will be the key to a successful project
• Construction of the Scott Boulevard Trunk extension and the American Legion Road
improvement will require coordination in making the sanitary sewer connection that will
result in the demobilization of the Windsor Height Lift Station and associated force main
• Begin work on Melrose Court Sanitary Sewer Improvements. Construction coordination
will be the key to a successful project outcome
• Continue to support inspection request for new sewer installations within the City prior to
acceptance so to reduce issues when the contractor maintenance bond ends
• Creating a 5-year sewer maintenance program to better utilize our Sewer Main
Replacement fund. This will incorporate the current lining and repair program and
capture sewer replacement projects
• The WWD is working with the University of Iowa Department of Civil and Environmental
Engineering on the development of a technology park to pilot emerging technologies in
wastewater treatment and water reclamation. These technologies would be evaluated for
real world applications in Iowa communities both large and small rural. Discoveries could
be applied here in Iowa and potentially beyond
• Continue to offer tours to outside groups, students of all grade levels and student interns
so to promote the importance of wastewater treatment as it applies to public safety and
to “build the bench” of future professionals in the field of wastewater treatment and water
reclamation
399
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 26.00 26.00 26.00
Staffing Level Change Summary:
There are no staffing level changes included in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2022 budget.
Financial Highlights:
In Wastewater Administration, Services expenditures increased by 40.7% in the fiscal year 2022
budget largely due to the addition of a customer service chargeback. This new chargeback
shares the costs of customer service between Wastewater and Water Funds, when previously
all customer service costs were charged to the Water Fund.
In Wastewater Treatment Plant Operations, Services expenditures decreased by 17.5% due to
a decrease in budgets for electricity as well as other equipment repair and maintenance costs
for fiscal year 2022.
Capital Outlay expenditures for Lift Stations includes $22,000 for control panel replacement and
$33,000 for a portable generator in fiscal year 2022.
400
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Carbonaceous Biochemical Oxygen Demand (CBOD) – Percent Removal*
Goal FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
98.0%98.9%98.6%98.7%98.6%98.7%
Total Suspended Solids (TSS) – Percent Removal*
Goal FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
98.0%98.2%98.2%98.1%98.2%98.2%
Ammonia (NH3) – Percent Removal*
Goal FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
97.0%94.6%94.0%85.3%90.0%94.0%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Number of SSOs per Year**
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
12 12 6 5 5
Sewer Jetting, Miles per Year*
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
27 36.0 43 53 53
Video Inspection, Miles per Year*
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
45 27.5 21 31 31
Protect public and private property from water damage and health
hazards.
Control Sanitary Sewer Overflows (SSO – sewer backups).
* Higher Number is Better ** Lower Number is Better
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City, Promote an Inclusive and Resilient
Economy Throughout the City, Strengthen Community
Engagement and Intergovernmental Relations
Protect the City’s natural resources and waterways for public
health, recreation opportunities and development.
Meet or exceed DNR permit requirements for sanitary sewer
systems.
* Higher Number is Better
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City, Promote an Inclusive and Resilient
Economy Throughout the City, Strengthen Community
Engagement and Intergovernmental Relations
401
Activity: Wastewater Administration (720110)Fund: Wastewater (7200)
Division: Wastewater Operations Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 392,263$ 400,987$ 351,503$ 201,400$ 175,000$ 175,000$
Charges For Fees And Services
Wastewater Charges 12,621,036 12,830,133 12,353,935 11,631,416 12,353,930 12,477,469
Miscellaneous
Other Misc Revenue 104 - - - - -
Other Financial Sources
Sale of Assets 9,648 - - - - -
Total Revenues 13,023,051$ 13,231,121$ 12,705,438$ 11,832,816$ 12,528,930$ 12,652,469$
Expenditures:
Personnel 310,234$ 328,529$ 347,938$ 367,092$ 369,205$ 380,281$
Services 1,427,130 1,512,462 1,538,328 1,631,113 2,294,594 2,340,486
Supplies 45,911 38,520 38,285 45,090 47,715 48,669
Capital Outlay - - 2,888 - 30,000 -
Total Expenditures 1,783,275$ 1,879,511$ 1,927,439$ 2,043,295$ 2,741,514$ 2,769,436$
Personnel Services - FTE 2018 2019 2020 2021 2022
Asst Supt - Wastewater 1.00 1.00 1.00 1.00 1.00
Sr Clerk/Typist - Wastewater 1.00 1.00 1.00 1.00 1.00
Wastewater Superintendent 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Capital Outlay 2021 2022
Admin Building Floor Tile -$ 30,000$
Total Capital Outlay -$ 30,000$
Activity Summary
402
Activity: Wastewater Treatment Plant Ops (720120)Fund: Wastewater (7200)
Division: Wastewater Operations Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Royalties & Commissions 205$ 169$ 254$ 170$ 250$ 250$
Charges For Fees And Services
Misc Charges For Services 1,950 - 1,200 - 1,200 1,200
Refuse Charges 2,564 738 1,509 740 1,510 1,510
Miscellaneous
Other Misc Revenue 77,205 181,010 86,530 50,000 86,530 86,530
Other Financial Sources
Sale Of Assets - - 47,544 - - -
Total Revenues 81,924$ 181,917$ 137,036$ 50,910$ 89,490$ 89,490$
Expenditures:
Personnel 1,495,141$ 1,328,086$ 1,410,247$ 1,672,024$ 1,683,759$ 1,734,272$
Services 1,146,372 1,080,827 985,652 1,180,833 974,017 993,497
Supplies 794,740 625,280 666,703 745,649 690,134 703,937
Capital Outlay - 39,090 5,000 269,000 22,000 25,000
Total Expenditures 3,436,253$ 3,073,284$ 3,067,601$ 3,867,506$ 3,369,910$ 3,456,706$
Personnel Services - FTE 2018 2019 2020 2021 2022
Chemist 1.00 1.00 1.00 1.00 1.00
Electrician - Wastewater 1.00 1.00 1.00 1.00 1.00
Electronics Tech - Wastewater 1.00 1.00 1.00 1.00 1.00
Laboratory Technician - WW 1.00 1.00 1.00 1.00 1.00
M. W. I - Wastewater Trtmt 1.00 1.00 1.00 1.00 1.00
Maint Operator - Wastewater 3.00 3.00 3.00 3.00 3.00
M.W. II - Wastewater Trtmnt Plnt 3.00 3.00 3.00 3.00 3.00
Sr M.W. - Wastewater Plant 1.00 1.00 1.00 1.00 1.00
Sr TPO - Wastewater 1.00 1.00 1.00 1.00 1.00
TPO - Wastewater Treatment 4.00 4.00 4.00 4.00 4.00
Total Personnel 17.00 17.00 17.00 17.00 17.00
Capital Outlay 2021 2022
Plant Roof Replacement 185,000$ -$
Electric Cart Replacement - 22,000
Rolloff Containers (4)60,000 -
Pressure Transducer Tank Level Gauges (4)10,000 -
Portable Flow Meters (2)14,000 -
Total Capital Outlay 269,000$ 22,000$
Activity Summary
403
Activity: Lift Stations (720130)Fund: Wastewater (7200)
Division: Wastewater Operations Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Miscellaneous
Other Misc Revenue 35$ -$ -$ -$ -$ -$
Total Revenues 35$ -$ -$ -$ -$ -$
Expenditures:
Services 127,037$ 165,884$ 214,630$ 197,528$ 219,787$ 224,183$
Supplies 28,291 69,590 31,491 93,596 33,031 33,692
Capital Outlay - - 2,670 - 55,000 -
Total Expenditures 155,328$ 235,473$ 248,790$ 291,124$ 307,818$ 257,874$
Capital Outlay 2021 2022
Lift Station Control Panel Replacement -$ 22,000$
27KW Portable Generator - 33,000
Total Capital Outlay -$ 55,000$
Activity Summary
404
Activity: Wastewater Collection Systems (720140)Fund: Wastewater (7200)
Division: Wastewater Operations Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
Misc Permits & Licenses 9,436$ 11,709$ 11,791$ 11,710$ 11,790$ 11,790$
Intergovernmental
Disaster Assistance 810 - - - - -
Miscellaneous
Other Misc Revenue 28 120 - - - -
Total Revenues 10,274$ 11,829$ 11,791$ 11,710$ 11,790$ 11,790$
Expenditures:
Personnel 505,045$ 496,209$ 558,440$ 582,097$ 556,786$ 573,490$
Services 175,941 188,770 191,301 200,686 197,160 201,103
Supplies 33,368 40,172 42,797 37,742 49,266 50,251
Capital Outlay 67,778 24,234 15,827 15,000 - 15,000
Total Expenditures 782,131$ 749,385$ 808,365$ 835,525$ 803,212$ 839,844$
Personnel Services - FTE 2018 2019 2020 2021 2022
M.W. III - Wastewater Collect. 2.00 2.00 2.00 2.00 2.00
M.W. II - Wastewater Trtmnt Plnt 3.00 3.00 3.00 3.00 3.00
Sr M.W. - Wastewater Collection 1.00 1.00 1.00 1.00 1.00
Total Personnel 6.00 6.00 6.00 6.00 6.00
Capital Outlay 2021 2022
Manhole Riser Change 15,000$ -$
Total Capital Outlay 15,000$ -$
Activity Summary
405
Activity: Wastewater Debt Service (720800)Fund: Wastewater (7201)
Division: Wastewater Operations Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Transfers In:
Bond Ordinance Trans 5,208,862$ 2,930,250$ 2,934,100$ 2,862,250$ 1,178,495$ (512,688)$
Total Revenues & Transfers In 5,208,862$ 2,930,250$ 2,934,100$ 2,862,250$ 1,178,495$ (512,688)$
Expenditures:
Services 437$ 1,438$ -$ 1,500$ 1,500$ 375$
Other Financial Uses
Revenue Bonds Principal
& Interest Payments 9,581,332 6,674,450 2,876,800 2,877,425 2,812,500 2,137,125
Total Expenditures 9,581,769$ 6,675,888$ 2,876,800$ 2,878,925$ 2,814,000$ 2,137,500$
Activity Summary
406
Issue / Use of Funds Amount of
Issue FY2021 FY2022 FY2023
2016C Sewer Revenue Refunding
of Series 2008 Revenue Bonds 9,360,000 2022 3,590,000 1,855,050 1,852,375 -
2017B Sewer Revenue Refunding
of Series 2009 Revenue Bonds 4,550,000 2023 3,775,000 1,022,375 960,125 2,137,125
Total Sewer Revenue Bonds:7,365,000 2,877,425 2,812,500 2,137,125
Principal
Outstanding
Fiscal Year
Debt Paid
in Full
Debt Service Payments
Sewer Revenue Bonds
Outstanding Debt Obligation at June 30, 2020
Summary by Individual Issue
407
Fiscal
Year Principal Interest Total
2021 2,620,000 257,425 2,877,425 2,877,425 7,365,000
2022 2,660,000 152,500 2,812,500 2,812,500 4,745,000
2023 2,085,000 52,125 2,137,125 2,137,125 2,085,000
Totals 7,365,000 462,050 7,827,050 7,827,050
Payments Principal
Outstanding
Beginning of
Fiscal Year
Sewer
Revenue
Sewer Revenue Bonds - Summary
Debt Repayment Schedule
408
Fiscal
Year Principal Interest Total
2021 1,765,000 90,050 1,855,050 1,855,050 3,590,000 4.00%
2022 1,825,000 27,375 1,852,375 1,852,375 1,825,000 3.00%
Totals 3,590,000 117,425 3,707,425 3,707,425
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2008 Sewer Revenue Bonds 10,022,780$
Issuance Costs 99,767
Bond Premium (762,547)
Amount of Issue 9,360,000$
2016C Sewer Revenue Refunding Capital Loan Notes
Principal: $9,360,000
Dated: June 16, 2016
Callable: N/A
Payments
Sewer
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Project
409
Fiscal
Year Principal Interest Total
2021 855,000 167,375 1,022,375 1,022,375 3,775,000 5.00%
2022 835,000 125,125 960,125 960,125 2,920,000 5.00%
2023 2,085,000 52,125 2,137,125 2,137,125 2,085,000 5.00%
Totals 3,775,000 344,625 4,119,625 4,119,625
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2009A Sewer Revenue Bonds 5,083,955$
Issuance Costs 46,677
Bond Premium (580,632)
Amount of Issue 4,550,000$
2017B Sewer Revenue Refunding Capital Loan Notes
Principal: $4,550,000
Dated: June 15, 2017
Callable: N/A
Payments
Sewer
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Project
410
WATER FUND
The Water Fund accounts the City’s water utility operations including the operation of a
water production plant, water storage facilities, water distribution system, water meter
reading, and water quality monitoring. The business-like fund is primarily supported
through user fees.
Fund Balance:
The Water Fund’s unassigned fund balance at the close of fiscal year 2020 was
$6,811,458 or $2,133,319 lower than fiscal year 2019. The decrease in unassigned fund
balance in fiscal year 2020 was primarily due to the creation of a Capital Reserve. A
Capital Reserve was created in fiscal year 2020, and $4 million was transferred into it
from unassigned fund balance.
(1) FY21 - FY23 figures are estimates
The fiscal year 2021 unassigned fund balance is estimated to decrease from $6,811,458
to $5,788,885 or $1,022,573. This is primarily due to a reduction in revenue as a result
of COVID-19. The approved 5% rate increase for fiscal year 2021 was delayed to fiscal
year 2022, and carding and late fee charges were halted for most of the fiscal year.
Revenue loss was also occurring due to the changes at Procter & Gamble; however,
they have scaled back the amount of work that will move to a West Virginia plant which
has slowed the decline in their water charges. In addition to the revenue loss, the cost
to purchase and remove lime increased Water Plant Operations expenditures for
Services and Supplies substantially.
Fiscal year 2022 unassigned fund balance is anticipated to grow by $203,633 over fiscal
year 2021. This is primarily due to the sharing of customer service costs with the Sewer
Fund that is programmed to start in fiscal year 2022 as well as the addition of the 5%
water rate increase.
FY2018 FY2019 FY2020 FY2021 FY2022 FY2023
Restricted/Assigned $3,599,800 $3,634,175 $6,204,725 $6,231,749 $6,682,875 6,685,205
Unassigned $8,338,438 $8,944,777 $6,811,458 $5,788,885 $5,992,518 $6,424,949
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
Fund Balance (1)
411
The Water Fund maintains two reserved funds: one restricted fund for debt service and
one assigned one for capital reserves. The debt service reserve will have an estimated
$3,755,375 in restricted fund balance at the end of fiscal year 2022 for revenue bond
covenants. The capital reserve is estimated to have $2,927,500 in assigned fund
balance at the end of fiscal year 2022. Contributions into the Capital Reserve are
projected at $1,300,000 in fiscal year 2022 and $1,500,000 in fiscal year 2023.
Revenues:
The Water Division is funded by water user fees, per the current schedule:
Minimum Monthly Charge (MMC) Minimum Usage Rates
Meter Size (inches) FY21 Rate FY22 Rate
5/8 (residential) $7.79 $8.19
3/4 $8.52 $8.95
1 $10.04 $10.54
1½ $20.01 $21.01
2 $26.91 $28.26
3 $49.74 $52.23
4 $86.75 $91.09
6 $174.56 $183.29
Cubic Feet FY21 Rate FY22 Rate
First 100/mo. MMC (varies) MMC (varies)
101-3,000/mo. $3.64/100 cu. ft. $3.82/100 cu. ft.
3,001 and over $2.61/100 cu. ft. $2.74/100 cu. ft.
Single Purpose
Meter Charges
FY21 Rate FY22 Rate
First 100/mo. MMC (varies) MMC (varies)
Over 101/mo. $3.64/100 cu. ft. $3.82/100 cu. ft.
A flat 5% rate increase was budgeted for fiscal year 2021 for all usage levels and meter
sizes; however, this rate increase was delayed until fiscal year 2022 due to the COVID-
19 pandemic. An intra-city charge was also added in fiscal year 2022 to charge the
Sewer Fund for customer service costs. This will add $638,690 in new revenue to the
Water Fund. Approximately 91% of Water operations are funded through charges for
services. This was lowered from 99% due to the new intra-city charges.
Use of Money & Property primarily consists of interest on investments. Other Financial
Sources are proceeds from the sale of debt and from the sale of assets.
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected
Revenue Trends
Charges for Services Use of Money & Property Intergovernmental
Miscellaneous Other Financial Sources
412
Expenditures:
The fiscal year 2022 expenditures are 0.4% higher than the fiscal year 2021 revised
expenditures. This increase primarily reflects the increase in Personnel expenditures
due to wage and benefit increases and the addition more seasonal staff.
Revenue bond principal and interest payments are 19.8% of the Water fund’s
expenditure budget for fiscal year 2022. No new revenue debt is planned in fiscal year
2022.
Other financing uses include transfers out of $890,000 to the Capital Projects Fund in
fiscal year 2022. This includes $500,000 for the Highway 1 water main replacement.
Long-term Projections:
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected
Expenditure Trends
Personnel Services Supplies Capital Outlay Debt Service
413
Future revenues are projected to gradually increase as the number of accounts is
projected to grow by 1% annually. Fiscal years 2026 through 2027 revenues are
projected to decrease as transfers for debt service payments drop off.
Future expenditures were projected with the assumptions that personnel related
expenditures would grow at a 3% rate annually and services and supplies would grow at a
2% rate annually. Expenditures increase in fiscal year 2024 due to increased transfers out
for debt service payments but decline in 2026 and 2027 as debt service payments drop
off.
414
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 18,111,079$ 11,938,239$ 12,578,952$ 13,016,183$ 12,020,634$ 12,675,393$
Revenues:
Use Of Money And Property
Interest Revenues 278,377$ 405,135$ 292,501$ 90,000$ 325,000$ 325,000$
Rents 2,400 - 1,200 - 1,200 -
Royalties & Commiss 455 361 330 360 330 330
Intergovernmental
State 28E Agreements 57,500 - - - - -
Charges For Fees And Services
Water Charges 9,469,775 9,639,983 10,046,328 9,442,740 9,846,320 9,944,783
Miscellaneous
Printed Materials 12 20 11 - - -
Misc Merchandise 13,887 15,761 2,143 15,760 2,140 2,140
Intra-City Charges 2,000 2,000 2,000 2,000 2,000 2,000
Other Misc Revenue - 1,680 44,215 - 638,690 653,361
Other Financial Sources
Sale Of Assets 2,654 912 10,148 - - -
Sub-Total Revenues 9,827,060 10,065,852 10,398,875 9,550,860 10,815,680 10,927,614
Transfers In:
1)Bond Ordinance Transfers In 1,816,319 1,826,040 1,846,390 1,861,965 1,879,237 1,323,876
Capital Reserves - - 4,000,000 1,300,000 1,300,000 1,500,000
Misc Transfers In 392 1,628 1,710 1,600 2,000 2,000
Sub-Total Transfers In 1,816,711 1,827,668 5,848,100 3,163,565 3,181,237 2,825,876
Total Revenues & Transfers In 11,643,771$ 11,893,520$ 16,246,975$ 12,714,425$ 13,996,917$ 13,753,490$
Expenditures:
Water Administration 1,690,302$ 1,732,781$ 1,740,431$ 1,850,788$ 1,862,737$ 1,902,918$
Water Treatment Plant Ops 2,326,454 2,291,827 2,341,670 2,704,058 2,725,501 2,810,262
Water Distribution System 1,462,734 1,248,986 1,459,558 1,499,295 1,494,601 1,578,088
Water Customer Service 1,264,197 1,219,258 1,167,595 1,358,927 1,351,971 1,382,039
Water Public Relations 63,873 747 - - - -
Water Debt Service 7,574,581 1,791,666 1,803,340 1,824,941 1,838,111 1,854,046
Sub-Total Expenditures 14,382,141 8,285,265 8,512,594 9,238,009 9,272,921 9,527,354
Transfers Out:
Capital Project Fund 1,618,151 1,141,502 1,450,761 1,310,000 890,000 967,500
1)Debt Service Funding 1,816,319 1,826,040 1,846,390 1,861,965 1,879,237 1,323,876
Capital Reserves - - 4,000,000 1,300,000 1,300,000 1,500,000
Sub-Total Transfers Out 3,434,470 2,967,542 7,297,151 4,471,965 4,069,237 3,791,376
Total Expenditures & Transfers Out 17,816,611$ 11,252,807$ 15,809,744$ 13,709,974$ 13,342,158$ 13,318,730$
Fund Balance, June 30 11,938,239$ 12,578,952$ 13,016,183$ 12,020,634$ 12,675,393$ 13,110,153$
Restricted / Committed /Assigned 3,599,800 3,634,175 6,204,725 6,231,749 6,682,875 6,685,205
Unassigned Balance 8,338,438$ 8,944,777$ 6,811,458$ 5,788,885$ 5,992,518$ 6,424,949$
% of Revenues & Transfers In 72%75%42%46%43%47%
1)Same Fund Transfers required by bond covenants
Water (7300 - 7304)
Fund Summary
415
WATER OPERATIONS
The mission of the Water Division is to produce and distribute high quality drinking water for the
residential, commercial, industrial and firefighting needs of Iowa City in accordance with local, state
and federal drinking water standards, and to promote good stewardship of natural resources.
The Water Division, as part of the Public W orks Department, operates and maintains the City’s Grade
IV drinking water and water distribution system that serves the City of Iowa City and University Heights.
The system is in continuous operation 24/7 to provide high quality water and service, at satisfactory
pressures, and in sufficient quantities to meet customer demands.
Iowa City’s water exceeds all required standards set by the Environmental Protection Agency, with
over 200 water quality tests performed each day by professional staff. Water quality data is available
through the annual Consumer Confidence Report . The Division budget is organized into five activities:
Water Administration
Water Administration administers City of Iowa City and Water Division policies, procedures,
budget and manages division personnel. Water Administration coordinates Water Division
activities with other City departments and divisions. Water Administration creates and delivers
the Consumer Confidence Report to all customers and updates the industrial water quality
report for review on the City’s website.
Water Treatment Plant Operations
Iowa City’s state-of-the-art water treatment facility, located at 80 Stephen Atkins Drive, has a
16.7 million gallon per day capacity. The facility is operated 24/7 – 365 by state licensed water
treatment operators who produce drinking water at the highest quality achievable. The
treatment plant is 100% compliant with the Safe Drinking Water Act and uses activated carbon
filters to remove many complex unregulated compounds.
Water Distribution System
State licensed water distribution staff operate and maintain Iowa City’s approximately 280
miles of water main and connections that contains pipe as old as 1886. Every year distribution
operators respond to dozens of emergency main breaks, support the growth of Iowa City and
maintain the integrity of the system for domestic, industrial and firefighting needs.
Customer Service
State licensed customer service staff support the divisions’ 29,035 active water service
accounts. Customer service personnel investigate leaks, locate water and City communication
fiber assets, interface with customers on a myriad of water concerns, schedule service
changes and meter water used by our customers.
Water Debt Service
Water debt service consists of principal and interest payments on water revenue bonds, which
are repaid with water revenue.
416
HIGHLIGHTS
Recent Accomplishments: Upcoming Challenges:
•Filled six vacant full-time positions in the
Distribution and Customer Service
workgroups
•Completed the first phase of a project to
create an independent east pressure zone
•Completed water main replacement projects
on 1st Ave south of Court St, and on Spruce
St north of Deforest Ave
•Performed water main testing and
inspection on numerous private and public
projects including: Cherry Creek Subdivsion,
McCollister extension, Lindeman Part 7
subdivision, Tamarack Ridge Subdivision,
Woodland Ridge Subdivision, and Lemme,
City High school additions
•Upgraded and replaced aging laboratory
equipment
•Rebuilt four high-volume pumps
•Replaced five malfunctioning flow meters
•Adapted processes to the multiple crises of
2020
•Rehabilitation of two alluvial wells
•Completion of multiple water main
replacement projects both public and private
•Completion of the pressure reducing valve
stations needed to initiate the east pressure
zone
•Train and make ready personnel to succeed
seven tenured staff upon retirement
•Extend a second power source to the
peninsula well site
•Rebuild the chlorine feeder and emergency
ventilation systems
•Adapt to new regulations related to lead,
copper, chromium, and PFAS
•Communicate with customers regarding
utility bills
•Begin a 10-year program to change out
16,000 water meters reaching their end-of-
life.
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 31.75 31.25 31.25
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
In Water Treatment Plant Operations, Services expenditures has increased significantly in fiscal
year 2021 amended and fiscal year 2022 budgets primarily due to the annual lime solids hauling
contract has increasing from $145,000 to $250,000 annually due to market conditions.
Water Distribution System Capital Outlay expenditures include $200,000 for water main repairs
and $50,000 for oversizing of water mains in the fiscal year 2022 budget.
Water Customer Service includes $638,690 in chargeback revenues in fiscal year 2022 for
services now shared with the Wastewater Fund.
417
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2017 CY 2018 CY 2019
CY 2020
Projected
CY 2021
Estimate
New Water Main (miles) 2.0 2.7 2.5 2.0 2.0
(miles) 0.4 1.6 0.4 0.4 0.4
% system 0.1% 0.6% 0.2% 0.2% 0.2%
Annual Locates*(tickets) 8,127 7,677 8,912 8,800 8,800
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
2,133 2,016 1,951 2,020 2,020
77 72 69 71 71
$0.0095 $0.0099 $0.0104 $0.0109 $0.0109
13.3% 11.0% 9.9% 9.0% 9.0%
1.2% 1.0% 0.9% 1.0% 1.0%
(present worth at vol. rate) $1,429,000 $1,122,000 $1,025,000 $980,000 $980,000
Unmetered Water Loss***
Water Main Replaced
* A million gallons of water on a football field would be about 2.3 feet of water from endzone to endzone.
The City makes enough drinking water to put a mile high stack of water on Kinnick Stadium annually.
Water Pumped
(millions of gallons*)
Cost for one gallon of water**
* Locates are when someone is trying to perform work that requires digging. The number of annual
locates can be used as an indirect measurement of development activity.
Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Water Efficiency
Water Use
(gal. per capita per day)
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Promote an Inclusive and Resilient Economy Throughout the City
Provide sufficient quantities of competitively priced high quality
potable water to enable economic growth.
Utilize long-term planning studies and prioritization matrices to
make targeted distribution system investments to meet current and
future water demand.
Monitor production and usage trends to continue to identify
opportunities to promote sustainable and affordable water use.
Metered, Unbilled Water****
** Cost determined by dividing the 5/8" meter monthly service charge by 100 cubic feet of water.
*** Water lost to main breaks, flushing, development testing, fire fighting, private service leaks, etc…
**** Metered water use at public facilities that are not billed for water. Addition of the "Unmetered Water
Loss" percentage to "Metered, Unbilled Water" is the total water produced that generated no revenue.
418
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
31 19 13 20 23
CY 2017 CY 2018 CY 2019
CY 2020
Projected
CY 2021
Estimate
Non-payment Shutoffs 1,555 1,593 1,668 1,700 1,700
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
3,105 2,775 2,784 2,800 2,800
$214 $180 $181 $185 $185
* The national median for water operations energy use is 1,938 kWh per million gallons. (~800 kWh is
one standard deviation.) ("2012 Benchmarking", AWWA, 2014)
Maintain infrastructure and water affordability for a variety of
income levels and associated housing types.
Enhance Community Mobility for All Residents
($ per million gallons)
Water Main Breaks*
(per 100 miles)
Demonstrate Leadership in Climate Action
Energy Efficiency
Monitor energy consumption to more sustainably produce high
quaility drinking water and minimize carbon emissions.
Energy Use*
(kWh per million gallons)
Minimize service interruptions from infrastructure failure or non-
payment.
* The national median for water operations main breaks per 100 miles of main is 14.
("2012 Benchmarking", AWWA, 2014)
419
Activity: Water Administration (730110)Fund: Water (7300)
Division: Water Operations Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 278,377$ 405,135$ 292,501$ 90,000$ 325,000$ 325,000$
Royalties & Commiss 455 361 330 360 330 330
Intergovernmental
State 28E Agreements 57,500 - - - - -
Charges For Fees And Services
Water Charges 9,017,726 9,184,481 9,692,014 9,287,230 9,692,010 9,788,930
Miscellaneous
Printed Materials 12 20 11 - - -
Misc Merchandise 70 - - -
Intra-City Charges 2,000 2,000 2,000 2,000 2,000 2,000
Other Misc Revenue - 1,680 44,215 - - -
Transfers In:
Misc Transfers In 392 1,628 1,710 1,600 2,000 2,000
Total Revenues & Transfers In 9,356,532$ 9,595,304$ 10,032,780$ 9,381,190$ 10,021,340$ 10,118,260$
Expenditures:
Personnel 245,224$ 312,975$ 302,385$ 281,066$ 292,619$ 301,398$
Services 1,440,443 1,414,116 1,433,815 1,564,459 1,565,136 1,596,439
Supplies 4,636 5,691 4,230 5,263 4,982 5,082
Total Expenditures 1,690,302$ 1,732,781$ 1,740,431$ 1,850,788$ 1,862,737$ 1,902,918$
Personnel Services - FTE 2018 2019 2020 2021 2022
Asst Supt - Water 1.00 1.00 1.00 1.00 1.00
Water Superintendent 1.00 1.00 1.00 1.00 1.00
Public Info/Ed Coord - Pub Wks - 0.50 0.50 - -
Total Personnel 2.00 2.50 2.50 2.00 2.00
Activity Summary
420
Activity: Water Treatment Plant Ops (730120)Fund: Water (7300)
Division: Water Operations Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Water Charges -$ -$ 12$ -$ -$ -$
Other Financial Sources
Sale of Assets 611 509 1,113 - - -
Total Revenues 611$ 509$ 1,125$ -$ -$ -$
Expenditures:
Personnel 901,067$ 942,495$ 1,007,224$ 1,053,745$ 1,089,135$ 1,121,809$
Services 916,510 818,498 833,486 1,015,148 1,032,567 1,053,218
Supplies 439,780 499,726 463,080 553,465 571,799 583,235
Capital Outlay 69,098 31,109 37,880 81,700 32,000 52,000
Total Expenditures 2,326,454$ 2,291,827$ 2,341,670$ 2,704,058$ 2,725,501$ 2,810,262$
Personnel Services - FTE 2018 2019 2020 2021 2022
Laboratory Technician - Water 0.50 0.50 0.50 0.50 0.50
Maintenance Operator - Water 3.00 3.00 3.00 3.00 3.00
M.W. I - Water Plant 1.00 1.00 1.00 1.00 1.00
Sr. M.W. Water Plant 1.00 1.00 1.00 1.00 1.00
Sr. T.P.O. - Water 1.00 1.00 1.00 1.00 1.00
T.P.O. - Water 4.00 4.00 4.00 4.00 4.00
Total Personnel 10.50 10.50 10.50 10.50 10.50
Capital Outlay 2021 2022
Electric fork lift -$ 32,000$
Vehicle Tracking GPS Units 1,700 -
Abandon Madison Street Jordan Well 30,000 -
Chlorine Tank Influent Flowmeters (2)50,000 -
Total Capital Outlay 81,700$ 32,000$
Activity Summary
421
Activity: Water Distribution System (730130)Fund: Water (7300)
Division: Water Operations Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Rents 2,400$ -$ 1,200$ -$ 1,200$ -$
Charges For Fees And Services
Water Charges 84,100 80,488 81,718 80,490 81,720 82,537
Miscellaneous
Misc Merchandise 874 2,268 141 2,270 140 140
Other Financial Sources
Sale of Assets 2,042 403 9,035 - - -
Total Revenues 89,417$ 83,159$ 92,094$ 82,760$ 83,060$ 82,677$
Expenditures:
Personnel 728,360$ 716,334$ 760,720$ 867,125$ 859,504$ 885,289$
Services 274,179 278,809 296,605 291,108 288,093 293,855
Supplies 93,720 55,394 120,395 85,387 97,004 98,944
Capital Outlay 366,476 198,449 281,838 255,675 250,000 300,000
Total Expenditures 1,462,734$ 1,248,986$ 1,459,558$ 1,499,295$ 1,494,601$ 1,578,088$
Personnel Services - FTE 2018 2019 2020 2021 2022
M. W. II - Water Distribution 4.00 4.00 4.00 4.00 4.00
M. W. III - Water Distribution 2.00 2.00 2.00 2.00 2.00
Sr. M.W. - Water Distribution 1.00 1.00 1.00 1.00 1.00
Water GIS Technician - - 1.00 1.00 1.00
Water Engineer 1.00 1.00 - - -
Total Personnel 8.00 8.00 8.00 8.00 8.00
Capital Outlay 2021 2022
Vehicle Tracking GPS Units 4,675$ -$
Water Main Repairs-Contracted Improvement 175,000 200,000
Oversizing Water Main 50,000 50,000
Tablet GPS Antennae 10,000 -
PipeTrailer 10,000 -
Magnetic Locator 6,000 -
Total Capital Outlay 255,675$ 250,000$
Activity Summary
422
Activity: Water Customer Service (730140)Fund: Water (7300)
Division: Water Operations Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Water Charges 367,948$ 375,014$ 272,584$ 75,020$ 72,590$ 73,316$
Miscellaneous
Misc Merchandise 12,943 13,493 2,002 13,490 2,000 2,000
Intra-City Charges - - - - 638,690 653,361
Total Revenues 380,892$ 388,508$ 274,586$ 88,510$ 713,280$ 728,677$
Expenditures:
Personnel 856,178$ 814,718$ 809,934$ 926,046$ 902,873$ 929,959$
Services 123,582 119,731 122,434 127,296 129,557 132,148
Supplies 16,202 15,536 14,106 24,385 19,541 19,932
Capital Outlay 268,235 269,274 221,120 281,200 300,000 300,000
Total Expenditures 1,264,197$ 1,219,258$ 1,167,595$ 1,358,927$ 1,351,971$ 1,382,039$
Personnel Services - FTE 2018 2019 2020 2021 2022
Building Inspector 1.00 1.00 1.00 1.00 1.00
Customer Service Coord 1.00 1.00 1.00 1.00 1.00
M. W. II - Water Service 2.00 2.00 2.00 2.00 2.00
M. W. III - Water Service 1.00 1.00 1.00 1.00 1.00
M.W. I - Meter Reader 1.00 1.00 1.00 - -
M.W. I-Water Customer Service 3.00 3.00 3.00 4.00 4.00
Water Services Clerk 1.75 1.75 1.75 1.75 1.75
Total Personnel 10.75 10.75 10.75 10.75 10.75
Capital Outlay 2021 2022
Radio Read Devices 18,000$ -$
Other Operating Equipment 10,200 -
Vehicle Tracking GPS Units 3,000 -
Water Meters 250,000 300,000
Total Capital Outlay 281,200$ 300,000$
Activity Summary
423
Activity: Water Public Relations (730150)Fund: Water (7300)
Division: Water Operations Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Expenditures:
Personnel 52,525$ 455$ -$ -$ -$ -$
Services 11,348 291 - - - -
Total Expenditures 63,873$ 747$ -$ -$ -$ -$
Personnel Services - FTE 2018 2019 2020 2021 2022
Public Info/Ed Coord - Pub Wks 0.50 - - - -
Total Personnel 0.50 - - - -
Activity: Water Debt Service (730800)Fund: Water (7301)
Division: Water Operations Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Transfers In:
Bond Ordinance Transfers In 1,816,319$ 1,826,040$ 1,846,390$ 1,861,965$ 1,879,237$ 1,323,876$
Total Revenues & Transfers In 1,816,319$ 1,826,040$ 1,846,390$ 1,861,965$ 1,879,237$ 1,323,876$
Expenditures:
Services 437$ 1,813$ 375$ 1,900$ 1,900$ 1,900$
Other Financial Uses
Revenue Bonds Principal
& Interest Payments 7,574,144 1,789,853 1,802,965 1,823,041 1,836,211 1,852,146
Total Expenditures 7,574,581$ 1,791,666$ 1,803,340$ 1,824,941$ 1,838,111$ 1,854,046$
Activity: Water Capital Reserves (730190)Fund: Water (7304)
Division: Water Operations Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Transfers In:
Water Operations -$ -$ 4,000,000$ 1,300,000$ 1,300,000$ 1,500,000$
Total Revenues & Transfers In -$ -$ 4,000,000$ 1,300,000$ 1,300,000$ 1,500,000$
Transfers Out
Capital Projects Fund -$ -$ 1,472,500$ 1,310,000$ 890,000$ 967,500$
Total Transfers Out -$ -$ 1,472,500$ 1,310,000$ 890,000$ 967,500$
Activity Summary
Activity Summary
Activity Summary
424
Issue / Use of Funds FY2021 FY2022 FY2023 Y
2012C Water Revenue Refunding
of Series 2002 Revenue Bonds 4,950,000 2023 1,590,000 547,140 546,640 545,670
2016D Water Revenue Refunding
of Series 2008 Revenue Bonds 3,650,000 2025 2,445,000 520,863 518,113 519,238
2017C Water Revenue Refunding
of Series 2009 Revenue Bonds 5,910,000 2026 4,665,000 755,038 771,438 787,238
Total - Water Revenue Bonds 8,700,000 1,823,040 1,836,190 1,852,145
Fiscal Year
Debt Paid
in Full
Principal
Outstanding
Water Revenue Bonds
Outstanding Debt Obligation at June 30, 2020
Summary by Individual Issue
Debt Service PaymentsAmount of
Issue
425
Fiscal
Year Principal Interest Total Water Revenue
2021 1,630,000 193,040 1,823,040 1,823,040 8,700,000
2022 1,690,000 146,190 1,836,190 1,836,190 7,070,000
2023 1,755,000 97,145 1,852,145 1,852,145 5,380,000
2024 1,745,000 55,825 1,800,825 1,800,825 3,625,000
2025 1,325,000 26,081 1,351,081 1,351,081 1,880,000
2026 555,000 6,244 561,244 561,244 555,000
Totals 8,700,000 524,525 9,224,525 9,224,525
Payments Principal
Outstanding
Beginning of
Fiscal Year
Water Revenue Bonds -Summary
Debt Repayment Schedule
by Fiscal Year
426
Fiscal
Year Principal Interest Total
2021 520,000 27,140 547,140 547,140 1,590,000 2.00%
2022 530,000 16,640 546,640 546,640 1,070,000 2.00%
2023 540,000 5,670 545,670 545,670 540,000 2.10%
Totals 1,590,000 49,450 1,639,450 1,639,450
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2002 Water Revenue Bonds 5,015,000$
Issuance Costs 15,725
Bond Premium (80,725)
Amount of Issue 4,950,000$
Payments Principal
Outstanding
Beginning of
Fiscal Year
Water
Revenue
Coupon
Rate
2012C Water Revenue Refunding Capital Loan Notes
Principal: $4,950,000
Dated: June 20, 2012
Callable: July 1, 2020
Project
427
Fiscal
Year Principal Interest Total
2021 445,000 75,863 520,863 520,863 2,445,000 5.00%
2022 465,000 53,113 518,113 518,113 2,000,000 5.00%
2023 490,000 29,238 519,238 519,238 1,535,000 5.00%
2024 520,000 13,088 533,088 533,088 1,045,000 1.50%
2025 525,000 4,594 529,594 529,594 525,000 1.75%
Totals 2,445,000 175,894 2,620,894 2,620,894
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2008D Water Revenue Bonds 3,964,470$
Issuance Costs 67,698
Bond Premium (382,168)
Amount of Issue 3,650,000$
2016D Water Revenue Refunding Capital Loan Notes
Principal: $3,650,000
Dated: June 16, 2016
Callable: N/A
Payments
Water
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Project
428
Fiscal
Year Principal Interest Total
2021 665,000 90,038 755,038 755,038 4,665,000 2.00%
2022 695,000 76,438 771,438 771,438 4,000,000 2.00%
2023 725,000 62,238 787,238 787,238 3,305,000 2.00%
2024 1,225,000 42,738 1,267,738 1,267,738 2,580,000 2.00%
2025 800,000 21,488 821,488 821,488 1,355,000 2.25%
2026 555,000 6,244 561,244 561,244 555,000 2.25%
Totals 4,665,000 299,181 4,964,181 4,964,181
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2009B Water Revenue Bonds 5,372,468$
Water Plant Roof Replacement 400,000
Water Maintenance Building Improvements 100,000
Issuance Costs 102,315
Bond Premium (64,783)
Amount of Issue 5,910,000$
2017C Water Revenue Refunding Capital Loan Notes
Principal: $5,910,000
Dated: June 15, 2017
Callable: July 1, 2022
Payments
Water
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Project
429
REFUSE COLLECTION FUND
The Refuse Collection Fund accounts for the activities of the City’s curbside pickup
program for household waste, yard waste, bulky items, and appliances. The Refuse
Collection Fund is an enterprise fund that is operated as a business and is primarily
supported by user fees.
Fund Balance:
The Refuse Collection Fund’s unassigned fund balance on June 30, 2020 was
$1,690,269 which was an 8% increase from fiscal year 2019. The increase was due to
increased revenue stemming from fee structure changes the prior year.
(1)FY21 - FY23 figures are estimates
Fiscal year 2021 fund balance is projected to decrease by $619,747 or 36.7% to
$1,070,522. This is decrease is due to the transfer out of funds to purchase of two
recycle trucks in the Capital Projects Fund.
Fiscal year 2022 fund balance is projected to decrease by $90,457 or 8.45% to
$980,065. This decrease is primarily due the ongoing capital purchase of yard waste
carts to work towards the full implementation of that program which began in fiscal year
2019.
The Refuse Collection fund has no restricted or assigned fund balances.
Revenues:
The Refuse Collection operations are funded primarily by user fees. In fiscal year 2021,
the monthly curbside recycling fee increased from $5.10 per month to $6.00 per month.
No fee increases are budgeted in fiscal year 2022.
430
There are additional fees not listed, including the pickup of tires, TVs, and computer
monitors.
Refuse charges for services fund nearly 100% of refuse collection operations. General
use permits and interest on investments comprise less than 1% of Refuse Collection
estimated revenue. Fiscal year 2022 revenue is estimated at 1.6% higher than fiscal
year 2021 due to an increased number of households.
Expenditures:
The fiscal year 2022 budgeted expenditures are estimated to be 2.15% higher than fiscal
year 2021 estimated expenditures due to an increase in landfill charges and the capital
purchase of more refuse carts and lids.
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected
Revenue Trends
Charges for Services Licenses and Permits Miscellaneous Use of Money & Property
Solid Waste Collection: FY2021
Garbage Collection per month $12.00
Additional bag stickers $2.50
Curbside Recycling per month $6.00
Appliance Collection $20.00
Bulky Item Pickup:
First item $12.50
Additional items $6.00
Yard Waste:
Yard/Food Waste Collection per
month $2.00
Per bag N/A
Annual sticker N/A
431
Long-term Projections:
Future revenues are projected to gradually increase as the account growth is expected to
be 1% annually.
Future expenditures were projected with the assumptions that personnel related
expenditures would grow at a 3% rate annually and services and supplies would grow at a
2% rate annually.
As expenditures are projected to grow at a higher rate than revenues, the City will need to
consider a future rate increase for Refuse Charges to help cover the cost of rising
expenditures and purchases for refuse, recycling, and yard waste carts.
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected
Expenditure Trends
Personnel Services Supplies Capital Outlay
432
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 1,351,518$ 1,281,369$ 1,563,487$ 1,690,269$ 1,070,522$ 980,065$
Revenues:
Licenses And Permits
General Use Permits -$ 12,900$ -$ -$ -$ -$
Use Of Money And Property
Interest Revenues 13,833 28,547 23,234 10,000 10,000 10,000
Charges For Fees And Services
Refuse Charges 3,507,539 3,675,862 3,769,882 3,863,320 3,919,070 3,958,259
Miscellaneous
Contrib & Donations - - 8,164 - - -
Other Misc Revenue 74 65 7,603 - 7,600 7,600
Sub-Total Revenues 3,521,446 3,717,374 3,808,883 3,873,320 3,936,670 3,975,859
Transfers In:
Misc Transfers In 1,324 5,499 5,773 5,500 6,500 6,500
Sub-Total Transfers In 1,324 5,499 5,773 5,500 6,500 6,500
Total Revenues 3,522,770$ 3,722,873$ 3,814,657$ 3,878,820$ 3,943,170$ 3,982,359$
Expenditures:
Refuse Administration 454,951$ 487,837$ 543,976$ 614,836$ 629,636$ 644,821$
Refuse Operations 1,328,749 1,417,987 1,498,413 1,496,674 1,565,824 1,551,280
Yard Waste Collection 294,681 302,798 350,250 456,569 486,581 496,534
Curbside Recycling Collection 833,945 1,019,353 1,127,388 1,150,796 1,143,148 1,208,319
White Goods/Bulky Collection 194,450 212,781 167,848 229,692 208,438 214,069
Sub-Total Expenditures 3,106,776 3,440,755 3,687,875 3,948,567 4,033,627 4,115,023
Transfers Out:
Capital Project Fund 486,141 - - 550,000 - -
Sub-Total Transfers Out 486,141 - - 550,000 - -
Total Expenditures & Transfers Out 3,592,918$ 3,440,755$ 3,687,875$ 4,498,567$ 4,033,627$ 4,115,023$
Fund Balance, June 30 1,281,369$ 1,563,487$ 1,690,269$ 1,070,522$ 980,065$ 847,401$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 1,281,369$ 1,563,487$ 1,690,269$ 1,070,522$ 980,065$ 847,401$
% of Revenues 36%42%44%28%25%21%
Refuse Collection (7400)
Fund Summary
433
REFUSE COLLECTION OPERATIONS
Iowa City’s curbside collection programs are designed to protect the health, safety and welfare
of our community by providing prompt and safe curbside collection of waste materials. Our
programs are designed around sustainable principles that promote waste reduction and ensure
that items are disposed of properly.
Garbage, recycling and organics collection is administered by Resource Management staff
within the Public Works Department. Services are provided, by City Code, to single-family
homes up to four-plex multi-family residential properties. Crews provide curbside pickup of
garbage, recycling, organic waste, bulky items and appliances to 16,250 households. Staff also
provides senior residents and persons with disabilities carryout service to whom document
need. The Refuse Collection budget is organized into five activities:
Refuse Collection Administration
Resource Management Administration oversees division policies, procedures, budget
and manages Landfill Operations and Refuse Operations personnel.
Refuse Collection Operations
Wheeled carts have been delivered to almost all customers, making the collection
process safer, cleaner and more efficient. Weekly pick-up is provided for the monthly
rate; additional stickers can be purchased for bagged trash.
Yard Waste Collection
Yard waste such as grass, leaves and garden residue is collected in a 25- or 95-gallon
cart provided by the City, paper yard waste bags, bundles, and in residents’ own
containers (20-35 gallons). Food waste can be placed in City-provided carts or in
residents’ own containers (20-35 gallons). The use of residents’ own containers will be
phased out by the end of fiscal year 21. Carts will continue to be ordered and delivered
as demand continues and budget allows. Residents are also encouraged to reduce food
waste and compost their own yard and food waste.
Curbside Recycling Collection
A 65-gallon recycling cart is provided for each single-family residence and each multiple
unit dwelling of four units or fewer. The carts provide capacity for residents to recycle
safer and cleaner and for more efficient collection. Residents may also use three City
drop-off sites located throughout the community.
White Goods/Bulky Items
Special item collection is available via appointment; additional fees apply and are
charged on utility bills. Items included in the program include furniture, electronics,
appliances and tires. Customers are encouraged to donate still-usable items to local
second-hand stores.
434
HIGHLIGHTS
•Yard waste and food waste tonnages continue to increase over previous years, with
monthly averages increasing from 143 (fiscal year 2018) to 246 (fiscal year 2019) to 307
(fiscal year 2020) tons
•Recycling tonnages continue to increase over previous years, with monthly averages
increasing from 137 (fiscal year 2018) to 173 (fiscal year 2019) to 196 (fiscal year 2020)
tons
•Two new fully-automated packers are in the process of being purchased. This should
ease some stress on staff and equipment
Recent Accomplishments:
•Moved operations from 1200 South
Riverside Drive to 1306 South Gilbert
Court and remodeled office space. We
will be working to improve energy
efficiency in the building with new lights
•Moved North Dodge recycling drop-off
site to 1200 South Riverside Drive
•Continue to purchase and deliver 95-
gallon yard waste carts based on budget
and demand
•Maintained full scope of operations amid
COVID and derecho challenges. Both
situations contributed to a significant
increase to the amount of materials
collected at the curb, particularly yard
waste
Upcoming Challenges:
•Will be transitioning to an online
customer sign-up for bulky item
collection
•Yard waste route tonnages have more
than doubled over the past two years
and continue to increase. We are
planning for the increased popularity of
the program with new trucks and a new
route but we will continue to need to
evolve to efficiently and safely collect
materials. This will include ceasing to
allow the use of residents’ own
containers
•Adding a third yard waste route will
change existing routes; this could be
frustrating for residents so additional
outreach will be required
•While budgeted, the Department has
had challenges in hiring seasonal
workers to assist during peak yard
waste season
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 18.88 19.38 19.38
435
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
Refuse Operations Capital Outlay expenditures includes $50,000 for refuse carts in the fiscal
year 2022 budget.
In Yard Waste Collection, Services expenditures increased by 29.5% for the fiscal year 2022
budget primarily due to vehicle replacement chargebacks increases. Additionally, Capital Outlay
expenditures include $90,000 in fiscal year 2022 for yard waste containers.
436
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Residential Refuse Collection
Accounts 15,962 16,105 16,206 17,421 18,728
Refuse Tonnages 9,694 9,675 9,681 9,585 9,490
Recycling Tonnages 1,648 2,058 2,354 2,700 3,100
Yard Waste Tonnages 1,747 2,956 3,667 4,615 5,760
White Goods – Scheduled Pickups
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Bulk Items *****
Appliances 285 314 322 338 355
Electronics 241 155 191 230 270
White Goods Route
Total Tonnages 284.31 305.62 243 275 300
*No longer track number of Bulk Items. Total Tonnage includes weight.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strengthen Community Engagement and Intergovernmental
Relations, Demonstrate Leadership in Climate Action, Foster
Healther Neighborhoods and Affordable Housing Throughout the
City
Provide sustainable and cost-effective services for residents that
divert material from the landfill.
Continue to provide exceptional curbside recycling, yard waste,
appliance, and electronic waste collection services to Iowa City
residents.
437
Activity: Refuse Administration (740110)Fund: Refuse Collection (7400)
Division: Resource Management Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 13,833$ 28,547$ 23,234$ 10,000$ 10,000$ 10,000$
Charges For Fees And Services
Refuse Charges 425 - 125 - 130 130
Miscellaneous
Contrib & Donations - - 1,607 - - -
Other Misc Revenue - 65 7,603 - 7,600 7,600
Total Revenues 14,258$ 28,612$ 32,570$ 10,000$ 17,730$ 17,730$
Expenditures:
Personnel 179,112$ 169,018$ 196,720$ 251,163$ 259,260$ 267,038$
Services 275,735 318,245 344,945 359,170 370,239 377,644
Supplies 104 574 2,311 4,503 137 140
Total Expenditures 454,951$ 487,837$ 543,976$ 614,836$ 629,636$ 644,821$
Personnel Services - FTE 2018 2019 2020 2021 2022
Asst Supt - Refuse 1.00 1.00 1.00 1.00 1.00
Customer Service Rep - Refuse 0.50 0.38 0.38 0.88 0.88
Resource Management Superintendent 0.50 0.50 0.50 0.50
Total Personnel 1.50 1.88 1.88 2.38 2.38
Activity Summary
438
Activity: Refuse Operations (740120)Fund: Refuse Collection (7400)
Division: Resource Management Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
General Use Permits -$ 12,900$ -$ -$ -$ -$
Charges For Fees And Services
Refuse Charges 2,281,777 2,299,142 2,348,790 2,299,140 2,348,800 2,372,288
Miscellaneous
Contrib & Donations - - 2,860 - - -
Other Misc Revenue 74 - - - - -
Total Revenues 2,281,851$ 2,312,042$ 2,351,650$ 2,299,140$ 2,348,800$ 2,372,288$
Expenditures:
Personnel 412,594$ 469,095$ 492,760$ 514,822$ 513,914$ 529,331$
Services 902,015 908,338 949,617 973,552 992,498 1,012,348
Supplies 14,140 6,597 8,294 8,300 9,412 9,600
Capital Outlay - 33,956 47,742 - 50,000 -
Total Expenditures 1,328,749$ 1,417,987$ 1,498,413$ 1,496,674$ 1,565,824$ 1,551,280$
Personnel Services - FTE 2018 2019 2020 2021 2022
M.W. I - Refuse 2.00 2.00 2.00 2.00 2.00
M.W. II - Refuse 3.00 3.00 3.00 3.00 3.00
M. W. III - Refuse 1.00 1.00 1.00 1.00 1.00
Total Personnel 6.00 6.00 6.00 6.00 6.00
Capital Outlay 2021 2022
Refuse Carts and Lids -$ 50,000$
Total Capital Outlay -$ 50,000$
Activity Summary
439
Activity: Yard Waste Collection (740130)Fund: Refuse Collection (7400)
Division: Resource Management Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 233,685$ 378,330$ 386,248$ 378,080$ 385,840$ 389,698$
Total Revenues 233,685$ 378,330$ 386,248$ 378,080$ 385,840$ 389,698$
Expenditures:
Personnel 133,278$ 142,275$ 140,046$ 206,393$ 202,089$ 208,152$
Services 137,876 139,823 111,189 150,176 194,492 198,382
Supplies 23,528 - - - - -
Capital Outlay - 20,700 99,015 100,000 90,000 90,000
Total Expenditures 294,681$ 302,798$ 350,250$ 456,569$ 486,581$ 496,534$
Personnel Services - FTE 2018 2019 2020 2021 2022
M.W. I - Refuse 2.00 2.00 2.00 2.00 2.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
Capital Outlay 2021 2022
Yard Waste Carts 100,000$ 90,000$
Total Capital Outlay 100,000$ 90,000$
Activity: Curbside Recycling Collection (740140)Fund: Refuse Collection (7400)
Division: Resource Management Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 959,201$ 964,224$ 997,402$ 1,134,300$ 1,134,300$ 1,145,643$
Miscellaneous
Contrib & Donations - - 3,697 - - -
Total Revenues 959,201$ 964,224$ 1,001,099$ 1,134,300$ 1,134,300$ 1,145,643$
Expenditures:
Personnel 500,424$ 535,180$ 594,890$ 637,090$ 630,813$ 649,737$
Services 333,521 484,173 497,798 513,706 512,335 522,582
Supplies - - 34,700 - - 36,000
Total Expenditures 833,945$ 1,019,353$ 1,127,388$ 1,150,796$ 1,143,148$ 1,208,319$
Personnel Services - FTE 2018 2019 2020 2021 2022
M.W. II - Refuse 6.00 6.00 7.00 7.00 7.00
Total Personnel 6.00 6.00 7.00 7.00 7.00
Activity Summary
Activity Summary
440
Activity: White Goods/Bulky Collection (740150)Fund: Refuse Collection (7400)
Division: Resource Management Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 32,451$ 34,167$ 37,316$ 51,800$ 50,000$ 50,500$
Total Revenues 32,451$ 34,167$ 37,316$ 51,800$ 50,000$ 50,500$
Expenditures:
Personnel 136,741$ 146,566$ 113,066$ 152,745$ 146,240$ 150,627$
Services 57,708 66,215 54,783 76,947 62,198 63,442
Total Expenditures 194,450$ 212,781$ 167,848$ 229,692$ 208,438$ 214,069$
Personnel Services - FTE 2018 2019 2020 2021 2022
M.W. I - Refuse 2.00 2.00 2.00 2.00 2.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
Activity Summary
441
LANDFILL FUND
The Landfill Fund accounts for the business-like operations of the City’s municipal landfill and
recycling operations. The Landfill fund is primarily supported by user fees.
Fund Balance:
The Landfill Fund’s total fund balance on June 30, 2020 was $24.876 million, which was virtually
no change from fiscal year 2019. Of the $24.876 million, $22.790 million was restricted in use
per Iowa State code for site closure, post closure, and environmental protection costs and
reserved for landfill cell replacement.
(1)FY21 - FY23 figures are estimates
The fiscal year 2021 unassigned fund balance is $1,474,551 which is a 29.31% or $611,243
decrease over the fiscal year 2020 unassigned fund balance. The projected reduction is
primarily due to an increase in budgeted transfers out to the Capital Projects Fund. The fiscal
year 2022 unassigned fund balance is projected to increase $83,612 or 5.67%. This increase is
due to a substantial decrease in transfers out to the Capital Projects Fund.
The Landfill maintains a reserve for the cell replacement. For each ton deposited at the Landfill,
a transfer is made to the replacement reserve of $4.00 per ton. The projected balance in the
Landfill Cell Replacement Reserve at the end of fiscal year 2022 is $9.434 million not including
projected outstanding loan balances of $622,710 million to the Parking Fund, $1,800,160 million
to the General Fund, and $1,200,106 to the Road Use Tax Fund.
The Landfill Cell Replacement Reserve will have three outstanding inter-fund loan as of the end
of fiscal year 2021. The following is a summary of those loans:
442
Loan Date Loan Amount
Final
Payment
Principal
Outstanding as
of 6/30/21
Total
Payment
FY22
FY22
Principal
FY22
Interest
Parking Fund
2009F Revenue Bond
Defeasance
11/1/2014 $ 2,495,350 2024 $ 900,244 $ 289,143 $ 277,534 $ 11,609
General Fund
2019 Public Works
Facility Loan
6/30/2019 $ 2,100,000 2039 $ 1,912,001 $ 139,759 $ 111,841 $ 27,918
Road Use Tax Fund
2019 Public Works
Facility Loan
6/30/2019 $ 1,400,000 2036 $ 1,274,667 $ 93,172 $ 74,561 $ 18,611
The City also maintains separate reserves as required by State law. Iowa State law requires
landfill fund balance restrictions as follows:
Closure and Post-Closure Reserves: The State of Iowa requires that the owner/operator of
a landfill set aside funds to provide assurance for the costs associated with closing the
landfill and ongoing maintenance of the closed landfill site. The City is mandated to provide
for the future costs associated with closing the landfill in a manner that satisfies State
environmental and safety requirements, including minimizing infiltration and erosion; and
sufficient to provide for the costs related to post-closure requirements.
Solid Waste Surcharge Reserve: Landfill operators are also required to retain a portion of
user fees for environmental protection, waste reduction, and recycling programs. The Solid
Waste Surcharge Reserve balance in the Landfill Fund is reserved for these uses and is not
accessible for other City projects.
The Landfill will has estimated restricted fund balances at the end of fiscal year 2022 of $14.771
million for Closure/Post-Closure Reserves and $549,463 in the Solid Waste Surcharge Reserve.
Revenues:
The Landfill Fund is primarily supported by user fees. Fee increases were implemented in fiscal
year 2021 which included a $2.50 per ton increase in the trash disposal tipping fee and an
increase in the TV/monitor disposal fees. The last tipping fee increase prior to that was in fiscal
year 2016 which was a $4.00 per ton increase in the trash disposal tipping fee for both Iowa
City and non-Iowa City residents. The major landfill fees charged are summarized as follows:
Trash Disposal Rates (per ton):
Iowa City residents: $45.00
Non-Iowa City residents: $50.00
Other Disposal Rates:
Iowa City Community Compost (per ton) $20
Iowa City Community Compost (minimum) $2
Wood chip mulch (per ton) $10
Wood chip mulch (minimum)
$2
TV or monitor (<18”, includes peripherals) $20
TV or monitor (≥ 18”, includes peripherals) $20
Bulk electronic waste (no TV or monitor) $3 per item
443
For fiscal year 2022, Landfill Charges of $6,450,049 and Refuse Charges of $414,200 comprise
approximately 94% of the landfill’s budgeted revenue. Total revenues are estimated to
decrease slightly in fiscal year 2022 due to a bump in refuse and recycling charges in fiscal year
2021.
Expenditures:
Fiscal year 2022 budgeted expenditures increased by $204,951 or 3.71% from the fiscal year
2021 revised budget. The Landfill Fund’s expenditures increased due to an increase in vehicle
and equipment chargebacks.
Fiscal year 2022 expenditures include $80,000 for capital outlay which is only 1.4% of the
expenditure budget.
$5,600,000
$5,800,000
$6,000,000
$6,200,000
$6,400,000
$6,600,000
$6,800,000
$7,000,000
$7,200,000
$7,400,000
$7,600,000
2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected
Revenue Trends
Charges for Services Use of Money & Property $172,150 Intergovernmental Miscellaneous
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected
Expenditure Trends
Personnel Services Supplies Capital Outlay
444
Long-term Projections:
Future revenues are projected out at a flat rate, assuming no rate increases or account growth.
Transfers in will decrease slightly starting in fiscal year 2025 as the Parking Fund pays off their
Interfund Loan.
Future expenditures were projected with the assumptions that personnel related expenditures
would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually.
Additionally, the larger year over year changes result from Transfers Out related to Capital
Projects. Fiscal year 2023 has a large $3,700,000 Capital Projects Fund transfer out for a new
landfill cell projected which causes the fund expenditures to spike in that year.
445
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 26,735,285$ 26,940,544$ 24,896,655$ 24,875,608$ 24,935,965$ 26,312,311$
Revenues:
Use Of Money And Property
Interest Revenues 420,276$ 665,796$ 612,375$ 357,541$ 350,639$ 343,630$
Rents 73,523 58,243 46,691 47,400 48,370 48,370
Royalties & Commiss 285 148 141 150 140 140
Intergovernmental
Other State Grants 22,483 13,807 103,033 - - -
Charges For Fees And Services
Refuse Charges 499,331 380,116 414,203 452,560 414,200 414,200
Landfill Charges 5,933,293 5,889,533 5,961,888 6,410,000 6,450,049 6,450,049
Miscellaneous
Contrib & Donations 20 - 7,443 - - -
Misc Merchandise 13,802 17,593 21,285 - 20,000 20,000
Intra-City Charges 16,145 25,394 36,983 25,000 - -
Other Misc Revenue 49,627 55,219 37,884 54,650 45,940 45,940
Other Financial Sources -
Sale Of Assets - - 31,592 - - -
Sub-Total Revenues 7,028,784 7,105,849 7,273,518 7,347,301 7,329,338 7,322,329
Transfer In:
Interfund Loans 235,310 242,467 379,438 457,035 463,938 470,944
Misc Transfers In 1,139,531 1,494,779 897,471 893,110 897,471 897,471
Sub-Total Transfers In 1,374,841 1,737,246 1,276,909 1,350,145 1,361,409 1,368,415
Total Revenues & Transfers In 8,403,625$ 8,843,096$ 8,550,427$ 8,697,446$ 8,690,747$ 8,690,744$
Expenditures:
Landfill Administration 788,943$ 890,712$ 959,483$ 986,434$ 1,015,514$ 1,038,503$
Landfill Operations 3,896,971 4,058,135 4,283,915 4,438,959 4,610,872 4,684,652
Solid Waste Surcharge Reserve 254,734 1,115,244 94,464 101,586 105,544 108,616
Sub-Total Expenditures 4,940,648 6,064,090 5,337,862 5,526,979 5,731,930 5,831,771
Transfers Out:
Capital Project Funding 2,120,176 828,115 1,336,140 2,217,000 685,000 4,790,000
Misc Transfers Out 1,137,543 1,494,779 897,471 893,110 897,471 897,471
Interfund Loan - 2,500,000 1,000,000 - - -
Sub-Total Transfers Out 3,257,719 4,822,894 3,233,611 3,110,110 1,582,471 5,687,471
Total Expenditures & Transfers Out 8,198,366$ 10,886,984$ 8,571,474$ 8,637,089$ 7,314,401$ 11,519,242$
Fund Balance, June 30 26,940,544$ 24,896,655$ 24,875,608$ 24,935,965$ 26,312,311$ 23,483,814$
Restricted / Committed /Assigned 24,631,185 22,387,426 22,789,815 23,461,415 24,754,149 22,603,808
Unassigned Balance 2,309,358$ 2,509,229$ 2,085,794$ 1,474,551$ 1,558,163$ 880,006$
% of Revenues & Transfers In 27%28%24%17%18%10%
Landfill (7500 - 7504)
Fund Summary
446
LANDFILL OPERATIONS
The Iowa City Landfill and Recycling Center (Landfill) is committed to providing environmentally
and fiscally responsible solid waste, composting, and recycling facilities while working towards
significantly reducing the regional reliance on solid waste disposal. The Landfill will operate in
accordance with the rules and regulations of the U.S. Environmental Protection Agency (EPA)
and the Iowa Department of Natural Resources (DNR).
The Iowa City Landfill and Recycling Center is administered by Resource Management staff
within the Public Works Department. The Landfill serves Johnson County, Kalona, and
Riverside. Solid waste is disposed according to federal and state regulations to make sure that
environmental protection is in place. The Landfill has been designated an Environmental
Management System (EMS) by the Iowa DNR; this status allows for independent goal setting
and tracking as well as access to dedicated funds.
The Iowa Waste Reduction and Recycling Act was legislated in 1989 and banned several items
from Iowa landfills, including yard waste, tires, lead acid batteries, appliances, and oil. This
legislation initiated recycling programs for these items, which are still in place today. In addition,
City Council has banned corrugated cardboard, televisions, and computer screens from the
Landfill; these items must now be recycled.
The Landfill’s budget is organized into the following five activities:
Landfill Administration
Resource Management oversees division policies, procedures, budget, and manages
Landfill Operations and Refuse Operations personnel. Landfill Administration
coordinates Landfill Operations activities with other City departments and divisions.
Landfill Operations
Annually, the Landfill takes in about 130,000 tons of solid waste and collects hundreds of
groundwater samples to evaluate environmental compliance. The landfill is about 425
acres in size, about half which is closed or active landfill cells. The remaining land is
used as a buffer for surrounding properties and wetlands.
The Eastside Recycling Center is located at 2401 Scott Boulevard SE. Facilities include
a LEED platinum-certified environmental education building, a bulk water station, drop-
off areas for waste oil and recycling, and sales of Iowa City Community Compost and
wood chips. The site also provides space for the Iowa Valley Habitat for Humanity,
ReStore and the Friends of Historic Preservation’s Salvage Barn. Through a partnership
with ReStore, electronics are accepted for recycling.
In an effort to meet the State of Iowa's waste reduction goals, Iowa City has
implemented waste reduction, reuse, recycling, and composting programs. These
programs are designed to promote higher and better use of materials and natural
resources and reduce greenhouse gas emissions.
447
Landfill Replacement Reserve
This activity accounts for funds that are assigned for the replacement of closed landfill
cells. These activities include acquiring land, land improvements, cell construction and
landfill gas infrastructure.
Solid Waste Surcharge Reserve
This activity accounts for the portion of user fees required by state law to be set aside for
environmental protection, waste reduction, and recycling programs.
Landfill Assurance Reserves for Closure and Post-Closure
Assurance Reserves account for state-mandated set-asides for costs associated with
closing the landfill and ongoing maintenance of the closed landfill site in accordance with
Iowa Administrative Code, the DNR policies, and other environmental regulations.
HIGHLIGHTS
• Waste reduction and recycling programs continue to be expanded and improved to
reduce natural resource use and long-term reliance on the landfill
• A methane feasibility study with the Wastewater Treatment Plant and consultant HDR
was completed
• The gate replacement project was completed with an updated signage system
• Staff is working to increase trash compaction rates and we are seeing improvements
• The compost facility’s grinder and screener were replaced; the new grinder arrived the
week before the derecho storm and was able to keep up with the material received
Recent Accomplishments:
• Staff continues to excel in meeting the demands of an ever growing customer base with
existing space limitations. The landfill, recycling center, yard waste factiliy and hazardous
materials receiving facility regularly see 350 to 400 customers per day and a record high of
555 customers was reached on a single day in September 2020
• Staff continues to expand options and promotion for the proper disposal of hazardous
materials, including batteries. The program is seeing continued increase in usage
• Landfill Recycling program usage (customers and volumes/weights) continue to growth.
Shingles and appliance recycling are seeing the highest growth; the shingles recycling
program is minimally subsidized, and the appliance recycling program fully pays for itself
Upcoming Challenges:
• In the first quarter of fiscal year 2021, landfill tonnages have increased by approximately 7%
over tonnage the same quarter in fiscal year 2020, in significant part from debris from the
derecho storm in August 2020. This is taking landfill capacity faster than anticipated
• Spatial restraints at the landfill limit potential new waste diversion, recycling and composting
options
• Customer counts continue to increase year after year and the current layout is at capacity
448
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 15.88 15.88
16.13
Staffing Level Change Summary:
In the fiscal year 2022 budget, a 0.5 FTE Scalehouse Operator increased to a 0.75 FTE
Scalehouse Operator position.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
Landfill Operations Capital Outlay expenditures includes $15,000 for glass drop-off bins,
$10,000 for dual extraction pumps, and $55,000 in other operating equipment for fiscal year
2022.
449
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Tons of Solid Waste Landfilled
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
140,658 127,587 128,270 125,000 120,000
Organics (Food Waste) Tons Diverted to Composting
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
1,032 866 801 830 850
Recycling Drop Site Tons Collected
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
1,178 1,591 1,546 1,550 1,600
Amount (%) of All Solid Waste Recycled
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
8.4% 11.8% 12.7% 14% 18%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strengthen Community Engagement and Intergovernmental
Relations, Demonstrate Leadership in Climate Action
Provide innovative and cost-effective services for residents that
divert material from the landfill.
Provide residents with convenient and efficient recycling
opportunities.
450
Activity: Landfill Administration (750110)Fund: Landfill (7500)
Division: Resource Management Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 362,171$ 376,114$ 378,550$ 250,000$ 250,000$ 250,000$
Other Financial Sources
Sale of Assets - - 31,104 - - -
Total Revenues 362,171$ 376,114$ 409,654$ 250,000$ 250,000$ 250,000$
Expenditures:
Personnel 175,669$ 225,964$ 253,007$ 259,214$ 267,871$ 275,907$
Services 612,259 660,717 705,332 723,745 746,129 761,052
Supplies 1,015 4,031 1,144 3,475 1,514 1,544
Total Expenditures 788,943$ 890,712$ 959,483$ 986,434$ 1,015,514$ 1,038,503$
Personnel Services - FTE 2018 2019 2020 2021 2022
Assist Supt - Landfill 1.00 1.00 1.00 1.00 1.00
Customer Service Rep - Solid Waste 0.50 0.88 0.88 0.88 0.88
Resource Management Superintendent - 0.50 0.50 0.50 0.50
Total Personnel 1.50 2.38 2.38 2.38 2.38
Activity Summary
451
Activity: Landfill Operations (750120)Fund: Landfill (7500)
Division: Resource Management Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 3,970$ 3,482$ 3,607$ 2,500$ 2,500$ 2,500$
Rents 73,523 58,243 46,691 47,400 48,370 48,370
Royalties & Commiss 285 148 141 150 140 140
Intergovernmental
Other State Grants 22,483 13,807 12,033 - - -
Charges For Fees And Services
Refuse Charges 499,331 380,116 414,203 452,560 414,200 414,200
Landfill Charges 5,677,782 5,691,772 5,763,162 6,200,000 6,251,319 6,251,319
Miscellaneous
Contrib & Donations 20 - 7,443 - - -
Misc Merchandise 13,802 17,593 21,285 - 20,000 20,000
Intra-City Charges 16,145 25,394 36,983 25,000 - -
Other Misc Revenue 49,627 55,219 37,884 54,650 45,940 45,940
Other Financial Sources
Sale Of Assets - - 488 - - -
Total Revenues 6,356,968$ 6,245,774$ 6,343,920$ 6,782,260$ 6,782,469$ 6,782,469$
Expenditures:
Personnel 966,476$ 1,040,781$ 1,131,628$ 1,270,106$ 1,316,245$ 1,355,732$
Services 2,712,763 2,839,505 2,958,715 3,003,348 3,101,430 3,163,459
Supplies 140,405 135,649 116,961 115,505 113,197 115,461
Capital Outlay 77,325 42,199 76,611 50,000 80,000 50,000
Total Expenditures 3,896,971$ 4,058,135$ 4,283,915$ 4,438,959$ 4,610,872$ 4,684,652$
Personnel Services - FTE 2018 2019 2020 2021 2022
Landfill Operator 8.00 8.00 9.00 8.00 8.00
M.W. II - Eastside Recycling 1.00 1.00 1.00 1.00 1.00
Scalehouse Operator 1.50 1.50 1.50 1.50 1.75
Sr. Engineer 1.00 1.00 1.00 1.00 1.00
Sr. M.W. - Landfill - - - 1.00 1.00
Total Personnel 11.50 11.50 12.50 12.50 12.75
Capital Outlay 2021 2022
Litter Control Backstops 25,000$ -$
Glass Drop-off Bins - 15,000
Other Operating Equipment - 55,000
Dual Extraction Pumps 25,000 10,000
Total Capital Outlay 50,000$ 80,000$
Activity Summary
452
Activity: Landfill Replacement Reserve (750910)Fund: Landfill (7501)
Division: Resource Management Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Use Of Money And Property
Interest Revenues 53,834$ 217,127$ 203,048$ 85,041$ 78,139$ 71,130$
Other Financial Sources
Transfer In from Landfill Operations 843,945 765,525 769,260 765,525 769,260 769,260
Interfund Loans 235,310 242,467 379,438 457,035 463,938 470,944
Total Revenues & Transfers In 1,133,088$ 1,225,119$ 1,351,746$ 1,307,601$ 1,311,337$ 1,311,334$
Transfers Out:
Capital Project Fund 1,500,000$ (1,946)$ -$ 892,000$ 260,000$ 3,700,000$
InterFund Loan - Disbursed to Other Funds - 2,500,000 1,000,000 - - -
Other - 601,669 - - - -
Total Transfers Out 1,500,000$ 3,099,723$ 1,000,000$ 892,000$ 260,000$ 3,700,000$
Activity: Solid Waste Surcharge Reserve (750220)Fund: Landfill (7502)
Division: Resource Management Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Landfill Charges 255,510$ 197,760$ 198,726$ 210,000$ 198,730$ 198,730$
Intergovernmental
Other State Grants - - 91,000 - - -
Total Revenues 255,510$ 197,760$ 289,726$ 210,000$ 198,730$ 198,730$
Expenditures:
Personnel 52,622$ 81,461$ 85,092$ 90,984$ 96,085$ 98,968$
Services 9,361 9,814 9,373 9,937 9,459 9,648
Supplies 25 651 - 665 - -
Capital Outlay 192,726 1,023,317 - - - -
Total Expenditures 254,734$ 1,115,244$ 94,464$ 101,586$ 105,544$ 108,616$
Personnel Services - FTE 2018 2019 2020 2021 2022
Recycling Coordinator 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
Activity Summary
Activity Summary
453
Activity: Landfill Closure/Post-Closure Reserves (750230/240)Fund: Landfill (7503/4)
Division: Resource Management Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 301$ 69,074$ 27,170$ 20,000$ 20,000$ 20,000$
Other Financial Sources
Transfer In from Landfill Operations 293,598 729,254 128,211 127,585 128,211 128,211
Total Revenues 293,899$ 798,328$ 155,381$ 147,585$ 148,211$ 148,211$
Activity Summary
454
AIRPORT FUND
The Airport Fund accounts for the operations of the municipal airport. The Airport Fund is
managed as a business-like operation; however, it does receive certain financial assistance
from the City’s General Fund.
The Airport Fund’s fund balance on June 30, 2020 was $235,540, a 3.82% decrease from the
fiscal year 2019 year-end fund balance. This decrease is primarily due an increase in transfers
out to the Capital Project Fund and Capital Outlay expenditures. This was partially offset by
grant funding received from the CARES Act.
In fiscal year 2021, fund balance is estimated to decrease by 2.07% to $230,662. This
decrease is primarily due to a slight decrease in revenues which the CARES Act funding
received in fiscal year 2020 was intended to offset. In fiscal year 2022, the fund balance is
project to increase by 29.63% to $299,005. This increase is a result of a decrease in transfers
out to the Capital Projects Fund.
(1) FY21 - FY23 figures are estimates
The City’s General Fund contributes $100,000 annually towards capital projects at the Airport.
These funds can be used to leverage State and Federal grants. In fiscal year 2020, a Capital
Reserve fund was created to account for these funds separately from the Airport’s operations
and to build the reserve for future capital improvements. The balance of this reserve is
projected to be $136,156 at the end of fiscal year 2022. The Airport also maintains a $100,000
reserve for emergencies. This amount is static and does not fluctuate.
Revenues:
For fiscal year 2022, 90% of Airport Fund revenue is provided through rentals of airport
property. In fiscal year 2020, the Airport added a flight simulator that could be rented. The
Airport’s second largest source of revenue is fuel sales commission which is 9% of the total
revenues.
FY2018 FY2019 FY2020 FY2021 FY2022 FY2023
Assigned 100,000 $100,000 $152,071 $168,656 $236,156 336,156
Unreserved $116,769 $144,898 $83,469 $62,006 $62,849 $55,374
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
Fund Balance (1)
455
Expenditures:
In the fiscal year 2022 budget, operating expenditures increased from the fiscal year 2021
budget by 1.35% to $372,257 primarily due to cost of living and inflation adjustments and an
increase in liability insurance expenditures.
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
$500,000
2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected
Revenue Trends
Use of Money & Property Miscellaneous Other Financial Sources Intergovernmental
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
$500,000
2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected
Expenditure Trends
Personnel Services Supplies Capital Outlay
456
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 308,219$ 216,769$ 244,898$ 235,540$ 230,662$ 299,005$
Revenues:
Use Of Money And Property
Interest Revenues 4,231$ 4,706$ 2,287$ 2,000$ 1,000$ 1,000$
Rents 317,430 322,756 338,755 324,040 336,840 336,840
Royalties & Commiss 31,018 38,179 32,214 19,180 35,000 35,000
Intergovernmental
Fed Intergovnt Rev - - 69,000 - - -
Miscellaneous
Contrib & Donations 7,500 - - - - -
Misc Merchandise 3,260 1,617 260 600 260 260
Other Misc Revenue 2,143 - 2,049 - - -
Other Financial Sources
Sale Of Assets 20,000 - - - - -
Sub-Total Revenues 385,582 367,258 444,565 345,820 373,100 373,100
Transfers In:
Operating Subsidy 9,687 - - - - -
Capital Reserves 100,000 100,000 184,271 100,000 100,000 100,000
Sub-Total Transfers In 109,687 100,000 184,271 100,000 100,000 100,000
Total Revenues & Transfers In 495,269$ 467,258$ 628,836$ 445,820$ 473,100$ 473,100$
Expenditures:
Airport Operations 468,122$ 395,866$ 421,723$ 367,283$ 372,257$ 380,575$
Sub-Total Expenditures 468,122 395,866 421,723 367,283 372,257 380,575
Transfers Out:
Capital Project Fund 118,597 43,264 132,200 83,415 32,500 -
Capital Reserves - - 84,271 - - -
Sub-Total Transfers Out 118,597 43,264 216,471 83,415 32,500 -
Total Expenditures & Transfers Out 586,719$ 439,129$ 638,194$ 450,698$ 404,757$ 380,575$
Fund Balance, June 30 216,769$ 244,898$ 235,540$ 230,662$ 299,005$ 391,530$
Restricted / Committed /Assigned 100,000 100,000 152,071 168,656 236,156 336,156
Unassigned Balance 116,769$ 144,898$ 83,469$ 62,006$ 62,849$ 55,374$
% of Revenues & Transfers In 24%31%13%14%13%12%
*Fund Balance is Cash Balance for July 1, 2013
Airport (7600 -7604)
Fund Summary
457
AIRPORT OPERATIONS
The Iowa City Municipal Airport, directed by the Airport Commission, provides a safe, cost-
effective general aviation facility. The Airport creates and enriches economic, educational,
healthcare, cultural, and recreational opportunities for the greater Iowa City community.
The Iowa City Airport Commission is a five member commission of Iowa City residents.
The Airport Commission duties are as follows: To exercise all the powers granted to cities and
towns under Chapter 330 of the Code of Iowa, except the power to sell said airport. To annually
certify the amount of taxes within the limitations of the Statutes of the State of Iowa to be levied
for airport purposes. All funds derived from taxation or otherwise for airport purposes shall be
under the full and absolute control of the Airport Commission, deposited with the City Treasurer,
and disbursed only on the written warrants or order of the Airport Commission.
HIGHLIGHTS
The Iowa City Municipal Airport has secured over $12.5 million in state and federal grants
since 2010
The University of Iowa continues to conduct research at their Operator Performance
Laboratory at the Airport
The Iowa Department of Transportation estimates that the Airport has an economic impact
of over $11 million to the Iowa City area
Recent Accomplishments:
Worked with the Summer of the Arts organization to host Drive-In Movie program
Completed Terminal Apron Rehabilitation
Completed Airport Website Design (https://iowacityairport.org)
Upcoming Challenges:
Continued COVID-19 issues affecting community and travel
Potential delays or reductions in funding for grant projects
Diversifying revenue streams
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 1.00 1.00 1.00
458
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
Supplies expenditures in fiscal year 2022 decreased by 44.8% or $2,717 primarily due to a
decrease in other maintenance supplies.
459
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
Revenue Generated through
Airport Land Sales $20,000 $0 $0 $0 $0
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
Outstanding Loan Balance $0 $0 $0 $0 $0
Inter-Fund Loan Repayments FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
Principal $0 $0 $0 $0 $0
Interest $0 $0 $0 $0 $0
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
Hangar Rental Revenue $265,914 $273,720 $276,101 $275,000 $275,000
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
General Levy Support for
Operations $9,687 $0 $0 $0 $0
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Fuel Flowage FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
Jet Fuel Sold 331,312 314,289 267,715 300,000 330,000
Av Gas Sold 55,875 58,809 49,610 50,000 55,000
Total Gallons Sold 387,187 373,098 317,325 350,000 385,000
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
Based Aircraft
(Number of Aircraft Based at IOW)92 92 92 92 92
Increase the usefulness of the Airport for economic development.
Increase fuel sales.
Allow for privately funded hangar construction.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Develop and maintain adequate funding mechanisms for airport
operations and improvements; increase revenue generated by
airport operations.
Accelerate loan repayments through the sale of airport land for
development.
Annual review of hangar rates to maximize revenue.
Note: 70% of land sale revenue is directed to inter-fund loan repayments
Promote an Insclusive and Resilient Economy Throughout the
City
460
Activity: Airport Operations (850110)Fund: Airport (7600)
Division: Airport Operations Department: Airport
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 4,231$ 4,706$ 2,287$ 2,000$ 1,000$ 1,000$
Rents 317,430 322,756 338,755 324,040 336,840 336,840
Royalties & Commiss 31,018 38,179 32,214 19,180 35,000 35,000
Intergovernmental
Fed Intergovnt Rev - - 69,000 - - -
Miscellaneous
Contrib & Donations 7,500 - - - - -
Misc Merchandise 3,260 1,617 260 600 260 260
Other Misc Revenue 2,143 - 2,049 - - -
Other Financial Sources
Sale Of Assets 20,000 - - - - -
Transfers In:
Transfer In from General Fund - Ops Subsidy 9,687 - - - - -
Total Revenues & Transfers In 395,269$ 367,258$ 444,565$ 345,820$ 373,100$ 373,100$
Expenditures:
Personnel 77,081$ 80,215$ 81,932$ 84,403$ 87,272$ 89,890$
Services 315,237 281,875 292,410 276,817 281,639 287,272
Supplies 25,381 19,137 5,788 6,063 3,346 3,413
Capital Outlay 50,423 14,639 41,593 - - -
Total Expenditures 468,122$ 395,866$ 421,723$ 367,283$ 372,257$ 380,575$
Personnel Services - FTE 2018 2019 2020 2021 2022
Airport Operations Specialist 1.00 1.00 1.00 - -
Airport Manager - - - 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
Activity Summary
461
STORMWATER FUND
The Stormwater Fund is an enterprise fund that accounts for the activities of the City’s
Stormwater Utility.
Fund Balance:
The Stormwater Fund’s fund balance on June 30, 2020 was $1,088,776 which was a 16.85%
increase from the fiscal year 2019. The fiscal year 2021 fund balance is estimated to increase
28.98% from fiscal year 2020 to $1,404,315. These increases are primarily due to the level of
capital project funding and the amounts that are retained in the capital reserves at year end.
Fiscal year 2022 projected fund balance represents a 27.99% decrease over the fiscal year
2021 estimated year-end balance to finish at $1,011,187. This decrease is due to a high level
of capital project funding planned in 2022.
In fiscal year 2020, a Capital Reserve fund was created in the Stormwater Fund to set funds
aside for future infrastructure replacement. These funds are shown below as assigned. The
Capital Reserve balance is expected to be at $389,000 in fiscal year 2021 and $399,000 in
fiscal year 2022.
(1) FY21 - FY23 figures are estimates
Revenues:
The Stormwater Fund is primarily funded through a monthly Stormwater Utility fee. This fee was
last increased in fiscal year 2020 by $.50 per equivalent residential unit (ERU) per month to
$5.00 per ERU and by $.25 per rental unit per month to $2.75 per rental unit per month.
Commercial properties pay a $5.00 base fee and then $2.00 per ERU per month. No rate
increases are included in the fiscal year 2022 budget.
FY2018 FY2019 FY2020 FY2021 FY2022 FY2023
Assigned $0 $0 $110,000 $389,000 $399,000 $709,000
Unassigned $795,950 $931,736 $978,776 $1,015,315 $612,187 $710,479
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
Fund Balance (1)
462
Approximately 99% of the Stormwater Fund’s operations are funded through Stormwater Utility
fees. Interest on investments and miscellaneous revenue comprise less than 1% of Stormwater
Fund’s revenue.
Expenditures:
Fiscal year 2022 budgeted expenditures represent a $30,173 or 4.44% decrease from the fiscal
year 2021 revised expenditures. The decrease is primarily attributed to a decrease in Services
expenditures.
$1,400,000
$1,450,000
$1,500,000
$1,550,000
$1,600,000
$1,650,000
$1,700,000
$1,750,000
$1,800,000
2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projection
Revenue Trends
Charges for Services Use of Money & Property Miscellaneous Intergovernmental
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projection
Expenditure Trends
Personnel Supplies Services Capital Outlay
463
Long-term Projections:
The drop in revenue for fiscal year 2023 relates to a decrease the transfer in for Capital
Reserves. Future revenues are projected to increase gradually as account growth is estimated
at 1% annually.
Future expenditures were projected with the assumptions that personnel related expenditures
would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually.
Additionally, the larger year over year changes in expenditures result from varying Transfers Out
related to Capital Projects. Fiscal year 2022 total expenditures are higher significantly due to a
large transfer for Capital Projects. Transfers out to the Capital Projects Fund decreases from
$1,490,000 in fiscal year 2022 to $690,000 in fiscal year 2023.
464
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 1,031,912$ 795,950$ 931,736$ 1,088,776$ 1,404,315$ 1,011,187$
Revenues:
Use Of Money And Property
Interest Revenues 16,283$ 22,305$ 15,114$ 10,000$ 10,000$ 10,000$
Intergovernmental
Disaster Assistance 5,276 - - - - -
Charges For Fees And Services
Building & Devlpmt 8,299 - - - - -
Stormwater Charges 1,551,384 1,568,019 1,730,056 1,700,000 1,730,060 1,747,361
Miscellaneous
Intra-City Charges 7,577 4,703 4,602 4,700 4,600 4,600
Other Misc Revenue 492 - 92 - - -
Sub-Total Revenues 1,589,311 1,595,027 1,749,864 1,714,700 1,744,660 1,761,961
Transfers In:
Misc Transfers In 250 1,036 1,088 1,000 1,200 1,200
Capital Reserves - - 1,100,000 1,000,000 1,500,000 1,000,000
Sub-Total Transfers In 250 1,036 1,101,088 1,001,000 1,501,200 1,001,200
Total Revenues 1,589,560$ 1,596,063$ 2,850,952$ 2,715,700$ 3,245,860$ 2,763,161$
Expenditures:
Stormwater Operations 497,954$ 451,277$ 603,911$ 679,161$ 648,988$ 664,869$
Sub-Total Expenditures 497,954 451,277 603,911 679,161 648,988 664,869
Transfers Out:
Capital Project Fund 1,327,568 1,009,000 990,000 721,000 1,490,000 690,000
Capital Reserves - - 1,100,000 1,000,000 1,500,000 1,000,000
Sub-Total Transfers Out 1,327,568 1,009,000 2,090,000 1,721,000 2,990,000 1,690,000
Total Expenditures & Transfers Out 1,825,522$ 1,460,277$ 2,693,911$ 2,400,161$ 3,638,988$ 2,354,869$
Fund Balance, June 30 795,950$ 931,736$ 1,088,776$ 1,404,315$ 1,011,187$ 1,419,479$
Restricted / Committed /Assigned - - 110,000 389,000 399,000 709,000
Unassigned Balance 795,950$ 931,736$ 978,776$ 1,015,315$ 612,187$ 710,479$
% of Revenues 50%58%34%37%19%26%
Stormwater (7700 - 7704)
Fund Summary
465
STORMWATER OPERATIONS
The Iowa City Stormwater utility exists to provide safe, clean, and healthy waterways for our
community. We do this by using education, outreach, community involvement, volunteers, capital
projects, and enforcement of our City’s Ordinances that provide for and protect our watersheds.
When it rains in Iowa City, water passes over roofs, streets, parking lots and other land surfaces
picking up pollutants such as oil, chemicals, pesticides and eroded soil along the way. Any
pollutant that is directed into the Stormwater drainage system bypasses any treatment and flows
directly into our waterways and to those downstream from us. This creates hazards for people,
wildlife, and the environment. Protecting Stormwater quality keeps our waterways healthy and
preserves wildlife habitat.
The National Pollutant Discharge Elimination System (NPDES) is a federal program that regulates
Stormwater discharge into waterways. To comply with the federal requirements, the City of Iowa
City received a permit to discharge Stormwater and develop programs to reduce the discharge of
pollutants carried by Stormwater into our local waterways.
The local Stormwater Program is administered by the Engineering Division of the Public Works
Department. Revenue to support its mission is derived from monthly Stormwater utility fees
collected from local residents and businesses.
HIGHLIGHTS
Recent Accomplishments:
Hosted 22 events, where volunteers logged 1,836 hours of service to clean up the
City’s watersheds, waterways, wetlands, prairies, and other natural spaces in calendar
year 2019
The Stormwater Quality Best Management Practices Program participated in a total of
25 projects aimed at improving Stormwater runoff water quality throughout the
community, providing approximately $31,000 toward total combined project costs in
fiscal year 2020
Initiated 15 creek repair projects totaling approximately $110,350 to repair damaged
areas along Willow Creek and Ralston Creek in fiscal year 2020
Completed design and construction of projects to repair damaged storm
sewer infrastructure at various locations within the City
Completed Court Hill Stormwater Facility (Cayman Street) cleanup
Completed a study of areas within the Riverfront Crossings District to identify
Stormwater infrastructure needs and proposed projects
Participating in the Your Best Lawn campaign with the cities of Coralville and
North Liberty, and the Iowa Department of Natural Resources
Upcoming Challenges:
Extended periods of saturated soils coupled with more frequent and more intense
rainstorms have contributed to increased streambank erosion and failure across the City
in recent years. The City’s Creek Maintenance Program remains a valuable tool in
helping address these issues
Design and construction of the North Westminster Storm Sewer Upgrades Project
On-going maintenance and repair of aging Stormwater infrastructure
466
On-going maintenance of Stormwater detention basins
On-going creek maintenance projects
Improving the quality of Stormwater runoff related to the City’s MS4 permit
Inspections and enforcement resulting from complaints received related to Stormwater
issues
Implementation of SUDAS design standards for Stormwater infrastructure
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 2.50 2.00 2.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget
Service Level Change Summary:
There are no service level changes in the fiscal year 2022 budget
Financial Highlights:
Services expenditures decreased by 9.4% due to a decrease in consultant fees and nursery
services fees budgeted for fiscal year 2022.
467
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Stormwater Quality BMP – Grant Applications
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
Number Funded 36 28 25 25 25
Amount $51,312 $40,185 $30,813 $30,000 $30,000
Creek Maintenance – Grant Applications
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
Number Funded 5 7 15 10 10
Amount $19,650 $32,020 $110,350 $60,000 $60,000
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Stormwater Volunteer Program CY 2017*** CY2018**** CY 2019
CY 2020
Projected
CY 2021
Estimate
Events 40 27 22 0 2
Volunteers 814 788 468 0 30
Volunteer Hours 2,615 1,898 1,836 0 120
Value $59,439 $44,432 $42,980 $0 $3,000
****amount is calculated using FEMA's Volunteer rate for Iowa $23.41/hour
*** amount is calculated using FEMA’s Volunteer Rate of $22.73/hour
Integrate volunteers to perform labor intensive water quality related
projects.
Cost effectively satisfy the regulatory requirements of our
stormwater permit while engaging the public in activities and
education.
** amount is calculated using FEMA’s Volunteer Rate of $22.95/hour
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City, Demonstrate Leadership in Climate Action
Continue the investment and reinvestment in Best Management
Practices.
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City, Demonstrate Leadership in Climate Action
Provide plan review and inspection of Best Management Practices
for stormwater quality improvements.
468
Activity: Stormwater Operations (770110)Fund: Stormwater (7700)
Division: Engineering Services Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 16,283$ 22,305$ 15,114$ 10,000$ 10,000$ 10,000$
Intergovernmental
Disaster Assistance 5,276 - - - - -
Charges For Fees And Services
Building & Devlpmt 8,299 - - - - -
Stormwater Charges 1,551,384 1,568,019 1,730,056 1,700,000 1,730,060 1,747,361
Miscellaneous
Intra-City Charges 7,577 4,703 4,602 4,700 4,600 4,600
Other Misc Revenue 492 - 92 - - -
Total Revenues 1,589,311$ 1,595,027$ 1,749,864$ 1,714,700$ 1,744,660$ 1,761,961$
Expenditures:
Personnel 193,954$ 204,029$ 200,472$ 282,144$ 290,114$ 298,817$
Services 300,532 244,721 401,778 391,439 354,622 361,714
Supplies 3,469 2,528 662 5,578 4,252 4,337
Capital Outlay - - 1,000 - - -
Total Expenditures 497,954$ 451,277$ 603,911$ 679,161$ 648,988$ 664,869$
Personnel Services - FTE 2018 2019 2020 2021 2022
Public Info/Ed Coord - Public Works 0.50 0.50 0.50 - -
Sr. Engineer 1.00 1.00 1.00 1.00 1.00
Stormwater Technician - - 1.00 1.00 1.00
Total Personnel 1.50 1.50 2.50 2.00 2.00
Activity: Stormwater Capital Reserves (770800)Fund: Stormwater (7704)
Division: Engineering Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Transfers In:
Stormwater Operations -$ -$ 1,100,000$ 1,000,000$ 1,500,000$ 1,000,000$
Total Revenues & Transfers In -$ -$ 1,100,000$ 1,000,000$ 1,500,000$ 1,000,000$
Transfers Out
Capital Projects Fund -$ -$ 990,000$ 721,000$ 1,490,000$ 690,000$
Total Transfers Out -$ -$ 990,000$ 721,000$ 1,490,000$ 690,000$
Activity Summary
Activity Summary
469
HOUSING AUTHORITY FUND
The Housing Authority Fund is an enterprise fund that accounts for the public housing programs
operated by the Iowa City Housing Authority (ICHA) including the rental assistance programs
and the City-owned public housing units. These programs are primarily funded through Federal
funds from the U.S. Department of Housing and Urban Development (HUD).
The Housing Authority Fund’s total fund balance on June 30, 2020 was $7,828,046, an increase
of $488,956 or 6.66% from the fiscal year 2019 year-end fund balance. The increase in fiscal
year 2020 was primarily due to an increase in Housing Voucher Program grant revenue and
administration fees. At the end of fiscal year 2020, $3,342,188 in fund balance was restricted
for maintenance and development of Public Housing units and the development of affordable
homeownership opportunities. Fund balance history and projections are as follows:
(1)FY21 – FY23 are estimates
Fiscal year 2021 revised year-end fund balance decreased by 23.72% or $1,856,639 under the
fiscal year 2020 ending balance. The fiscal year 2021 decrease is due to the purchase of low-
income housing units in the Chauncey Building and the Augusta Place. Fiscal year 2022
budgeted fund balance is expected to increase from fiscal year 2021 by $214,443 or 3.59%.
This projected increase is also due to a surplus generated in the Housing Voucher Program.
Revenues:
HUD allocations account for approximately 96% of ICHA revenue. ICHA is projected to receive
$10,221,509 in federal funding through HUD in fiscal year 2022. This is a 2.87% percent
decrease from the fiscal year 2021 revised budget due to the City receiving $559,936 in CARES
Act Housing Voucher Program grants in fiscal year 2021.
470
Expenditures:
Fiscal year 2022 estimated expenditures are budgeted to decrease from the fiscal year 2021
revised expenditures by $2,392,213 or 18.71% which primarily represents a decrease in Capital
Outlay expenditures due to the purchase of the Chauncey Building and Augusta Place units.
78.5% of the Housing Fund expenditure budget is to provide rental vouchers to citizens.
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected
Revenue Trends
Intergovernmental Use of Money & Property Miscellaneous Other Financial Sources
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected
Expenditure Trends
Personnel Services Supplies Capital Outlay
471
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 6,756,668$ 7,017,559$ 7,339,090$ 7,828,046$ 5,971,407$ 6,185,850$
Revenues:
Use Of Money And Property
Interest Revenues 78,971$ 134,299$ 101,062$ 35,000$ 35,000$ 35,000$
Rents 322,998 295,244 280,156 295,240 280,160 280,160
Royalties & Commissions 54,164 46,280 47,922 46,280 47,925 47,925
Intergovernmental
Fed Intergovnt Rev 9,109,749 9,442,728 9,874,826 10,523,797 10,221,509 10,221,509
Miscellaneous
Other Misc Revenue 39,321 81,888 60,619 63,980 58,788 58,788
Other Financial Sources
Loan Repayments 13,496 13,216 12,797 13,216 13,000 13,000
Insurance Recoveries - 279,874 2,258 - - -
Sale Of Assets 1,811 - 28 - - -
Sub-Total Revenues 9,620,510 10,293,528 10,379,669 10,977,513 10,656,382 10,656,382
Misc Transfers In 29,287 106,470 63,563 - -
Sub-Total Transfers In 29,287 106,470 63,563 - - -
Total Revenues & Transfers In 9,649,797$ 10,399,998$ 10,443,232$ 10,977,513$ 10,656,382$ 10,656,382$
Expenditures:
Voucher Program 8,655,039$ 9,238,969$ 9,252,541$ 10,035,572$ 9,903,254$ 10,110,214$
Public Housing Program 687,089 791,548 652,252 2,747,860 486,849 498,635
Sub-Total Expenditures 9,342,128 10,030,517 9,904,793 12,783,432 10,390,103 10,608,849
Transfers Out:
Operating Subsidy - PILOT Gen Fund 19,582 20,072 20,714 21,232 21,699 22,350
Misc Transfers Out - Director Reimb 27,197 27,877 28,769 29,488 30,137 31,041
Sub-Total Transfers Out 46,779 47,949 49,483 50,720 51,836 53,391
Total Expenditures & Transfers Out 9,388,907$ 10,078,466$ 9,954,276$ 12,834,152$ 10,441,939$ 10,662,240$
Fund Balance, June 30 7,017,559$ 7,339,090$ 7,828,046$ 5,971,407$ 6,185,850$ 6,179,993$
Restricted / Committed /Assigned 3,150,222 3,268,537 3,342,188 1,316,474 1,341,814 1,367,154
Unassigned Balance 3,867,337$ 4,070,553$ 4,485,858$ 4,654,933$ 4,844,036$ 4,812,838$
% of Revenues & Transfers In 40%39%43%42%45%45%
City of Iowa City
Housing Authority (7900 - 7922)
Fund Summary
472
HOUSING AUTHORITY OPERATIONS
To improve quality of life, the Iowa City Housing Authority acts as a community leader for
affordable housing, family self-sufficiency, and homeownership opportunities. We provide
housing assistance, public and private partnership opportunities, and information and education.
The Housing Authority is in the Neighborhood and Development Services Department and was
established in 1969 to administer housing assistance programs throughout its jurisdiction, which
includes Johnson County, Iowa County and portions of Washington County. The Housing
Authority assists approximately 1,400 low-income families annually to acquire and maintain
affordable housing through rental and ownership programs. Rental assistance includes the
Housing Choice Voucher Program (HCVP), Public Housing, and Veterans’ Supportive Housing
(VASH) Programs. Homeownership opportunities exist in the HCVP Homeownership Program.
All participants in the Housing Authority programs must meet federally established income
guidelines.
The Housing Authority’s budget is organized into three activities: Administration, Voucher
Programs, and Public Housing. The division also manages Peninsula Apartments and units at
Augusta Place; a description of these activities may be found in the Special Revenue Fund section
of this document.
Housing Authority Administration
Housing Authority Administration personnel manage all of the housing programs. These
expenditures are fully allocated to the Voucher and Public Housing programs.
Voucher Programs
The Housing Authority works with over 400 owners/ landlords and administers 1,191
HCVP vouchers, 83 VASH vouchers, 78 Mainstream Vouchers for Permanent Supportive
Housing, and 24 Project Based vouchers for Permanent Supportive Housing.
Public Housing
The City of Iowa City owns and manages 81 public housing units. The Housing Authority
serves as the landlord and rents these units to eligible tenants. They are low-density units
scattered throughout Iowa City and were constructed to conform and blend into the
existing neighborhood architecture.
HIGHLIGHTS
Recent Accomplishments:
• The Housing Choice Voucher Program is projected to pay approximately $8.1+ million in
Housing Assistance Payments to landlords/owners of rental properties in Johnson County in
calendar year 2020
473
•The Housing Authority is projected to pay approximately $300,000+ to private sector Iowa City
contractors for the capital improvement, general maintenance, and repair of Public Housing
properties in calendar year 2020
•Since 1998, 190 families have moved to homeownership with assistance from the Housing
Authority (TOP/ADHOP, HCVP Homeownership, FSS Program, Down Payment Assistance,
and UniverCity)
•On November 14, 2019, in the Iowa City Housing Authority was awarded 60 Mainstream
Vouchers by the federal Department of Housing and Urban Development (HUD). This award
allowed the Housing Authority to expand its partnership with Shelter House and agencies
participating in the Continuum of Care/Coordinated Entry service delivery system by providing
tenant-based rental assistance to support permanent supportive housing options for
homeless individuals/households with a disabling condition
•On May 18, 2020, HUD notified the Housing Authority that they were eligible for an increase
in Mainstream Vouchers and funding as authorized by the Coronavirus Aid, Relief, and
Economic Security Act (CARES Act). This notice provides an additional 18 Mainstream
Vouchers to support permanent supportive housing options for homeless
individuals/households with a disabling condition
Upcoming Challenges:
•Continue to maximize our Federal resources while operating these various housing programs
during COVI9-19. City Hall is closed to the public, so voucher holders and public housing
tenants must conduct all transactions with staff by phone, email or mail
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 9.50 10.62 10.62
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
Capital Outlay for the Housing Authority Public Housing decreased significantly in fiscal year
2022 due to the inclusion of funding for the purchase of units in Augusta Place and the
Chauncey Building in fiscal year 2021.
474
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
Total Participants 244 247 (Revised
2020)240 244 244
% of Participants with Escrow
Accounts 88% 92% 92% 92% 92%
% of Participants with Increased
Income versus Prior Year 63% 65% 64% 64% 64%
FSS Graduates 36 45 39 40 40
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2019 FY 2020
Projected
FY 2021
Estimate
Actual Occupancy Rate for Fiscal
Year (Goal – 95%)94% 90% 91% 95% 98%
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
% of All Emergency Work Orders
Completed within 24 hours
(Goal – 100%)
100% 100% 100% 100% 100%
Average Number of Calendar Days
of All Non-Emergency Work Orders
(Goal – < 25 days)
1.3 days 1.5 days 1.5 days 1.5 days 1.5 days
Foster Healthy Neighborhoods and Affordable Housing Throughout the
City
The Family Self-Sufficiency (FSS) Program: Promote self-sufficiency and
asset development by providing supportive services to participants to
increase their employability, to increase the number of employed
participants, and to encourage increased savings through an escrow
savings program.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods and Affordable Housing Throughout the
City, Advance Social Justice, Racial Equity, and Human Rights
Assist low income families in bridging the economic gap through building
assets, improving employment opportunities, and transitioning from renters
of units to owners of homes.
Maintain a scattered sites Public Housing program.
Affordable Rental Housing: Provide affordable, decent and safe rental
housing for eligible low-income families, elderly persons, and persons with
disabilities.
475
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2017 CY 2018 CY 2019 CY 2020
Projected
CY 2021
Estimate
HCVP Homeownership Vouchers $71,456 $63,264 $66,679 $72,572 $72,572
HCVP Non-Elderly Disabled
Vouchers $307,722 $326,908 $329,382 $323,144 $323,144
HCVP Portable Vouchers $236,581 $321,535 $296,829 $152,916 $152,916
VASH Vouchers $306,378 $344,403 $330,016 $354,410 $354,410
All Other HCVP Vouchers $6,142,064 $6,113,805 $6,678,413 $6,680,042 $6,680,042
Total HAP Payments (includes FSS
Escrow Deposits $7,632,080 $7,846,567 $8,358,264 $8,214,302 $8,214,302
Total Voucher Utilization
(# of vouchers leased on the first
day of the month)
101% 98% 101% 100% 100%
Total Voucher Utilization
(# of vouchers leased on the last
day of the month)
101% 100% 101% 100% 100%
Provide homeownership opportunities through the HCV homeownership
program. Pay rental subsidies directly to private market landlords on
behalf of eligible families. Provide mortgage assistance payments to
lenders on behalf of eligible families.
Foster Healthy Neighborhoods and Affordable Housing Throughout the
City, Promote an Inclusive and Resilient Economy Throughout the City
Affordable Rental Housing: Increase affordable housing choices for low-
income families, the elderly, and persons with disabilities in private market
rental units.
476
Activity: Housing Authority Voucher (490200)Fund: Housing Authority (7910)
Division: Neighborhood Services Department: Neighborhood & Development Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues (611)$ (9,112)$ (7,492)$ -$ -$ -$
Royalties & Commiss 53,870 46,006 47,675 46,010 47,675 47,675
Intergovernmental
Fed Intergovnt Rev 8,733,809 9,172,148 9,565,292 10,156,231 10,032,496 10,032,496
Miscellaneous
Other Misc Revenue 35,955 22,189 50,691 24,629 52,337 52,337
Sale Of Assets - - 24 - - -
Transfers In:
Misc Transfers In 29,287 106,470 63,563 - - -
Total Revenues & Transfers In 8,852,310$ 9,337,701$ 9,719,754$ 10,226,870$ 10,132,508$ 10,132,508$
Expenditures:
Personnel 753,768$ 762,625$ 784,308$ 1,070,235$ 903,205$ 930,301$
Services 7,886,130 8,469,067 8,458,110 8,959,196 8,993,193 9,173,057
Supplies 15,140 7,277 10,124 6,141 6,856 6,856
Total Expenditures 8,655,039$ 9,238,969$ 9,252,541$ 10,035,572$ 9,903,254$ 10,110,214$
Personnel Services - FTE 2018 2019 2020 2021 2022
Building Inspector 0.30 0.25 0.25 - -
F.S.S. Program Coordinator 0.50 0.50 0.50 0.50 0.50
Housing Administrator 0.78 0.78 0.78 0.78 0.78
Housing Office Manager 0.96 0.96 0.96 0.96 0.96
Housing Program Assistant 3.84 3.84 3.84 4.33 4.33
Housing Receptionist - - - 0.78 0.78
Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50
Housing Choice Voucher Program Coord 1.00 1.00 1.00 1.00 1.00
Total Personnel 7.88 7.83 7.83 8.85 8.85
Activity Summary
477
Activity: Housing Authority Public Housing (490300)Fund: Housing Authority (792*)
Division: Neighborhood Services Department: Neighborhood & Development Services
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 79,582$ 143,412$ 108,554 35,000$ 35,000$ 35,000$
Rents 322,998 295,244 280,156 295,240 280,160 280,160
Royalties & Commissions 295 273 247 270 250 250
Intergovernmental
Fed Intergovnt Rev 375,940 270,580 309,534 367,566 189,013 189,013
Miscellaneous
Other Misc Revenue 3,366 59,698 9,928 39,351 6,451 6,451
Other Financial Sources
Loans 13,496 13,216 12,797 13,216 13,000 13,000
Insurance Recoveries - 279,874 2,258 - - -
Sale Of Assets 1,811 - 4 - - -
Total Revenues 797,488$ 1,062,297$ 723,479$ 750,643$ 523,874$ 523,874$
Expenditures:
Personnel 177,918$ 164,836$ 160,090$ 220,167$ 204,863$ 211,009$
Services 415,826 369,339 464,559 435,886 280,052 285,653
Supplies 33,448 2,126 2,921 1,807 1,934 1,973
Capital Outlay 59,898 255,248 24,681 2,090,000 - -
Total Expenditures 687,089$ 791,548$ 652,252$ 2,747,860$ 486,849$ 498,635$
Personnel Services - FTE 2018 2019 2020 2021 2022
Building Inspector 0.30 0.25 0.25 - -
F.S.S. Program Coordinator 0.50 0.50 0.50 0.50 0.50
Housing Administrator 0.22 0.22 0.22 0.22 0.22
Housing Office Manager 0.04 0.04 0.04 0.04 0.04
Housing Program Assistant 0.16 0.16 0.16 0.29 0.29
Housing Receptionist - - - 0.22 0.22
Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50
Total Personnel 1.72 1.67 1.67 1.77 1.77
Capital Outlay 2021 2022
Purchase Units - Chauncey Building 1,010,000 -$
Purchase Units - Augusta Place 1,080,000 -
Total Capital Outlay 2,090,000$ -$
Activity Summary
478
Project Summary by Name
Summary by Funding Source
CAPITAL PROJECTS FUND
Fund Summary
Summary by Division
Annual Recurring Projects
Unfunded Projects
F
Y
2
0
2
2
479
480
CAPITAL PROJECTS FUND
The Capital Projects Fund accounts for the collection and disbursement of funds related
to capital improvements or significant capital equipment. The City annually updates and
issues a five-year capital improvement program (CIP). This program is the planning
guide for the City’s issuance of bonded debt and for the construction and replacement of
the City’s buildings and infrastructure. The first two years of the five-year capital
improvement program (CIP) are certified as part of the operating budget in the Capital
Projects Fund. The current five-year CIP is for years 2021-2025.
Capital improvement projects involve the construction, purchase, or renovation of city
facilities or property. Most of the projects are specific, non-recurring major improvements
to the City's physical plant, are permanent in nature, and are greater than $25,000 and
have a useful life of three years or more. The City also budgets annually recurring
project funds for non-specified improvements of a specific nature; these funds are to be
spent on improvements that meet the same definition above. Funding sources for
capital improvement projects may be from operating funds, bond proceeds, grants,
donations, and a variety of other funding sources. The three largest sources of funds
are operating transfers in, bonded debt, and state and federal grants.
For the CIP for years 2021-2025, the total funding sources are $183,158,930, and the
total expenditures are $184,333,930. The difference between the total expenditures and
the total funding sources over the five-year period is a result of prior plan funding
sources that are being utilized to cover current plan expenditures such as engineering
and design.
The 2022 CIP expenditures of $24,803,470 will be certified as part of the fiscal year
2022 operating budget. Total Capital Projects Fund fiscal year 2022 budgeted
expenditures are $24,803,470.
The 2022 CIP funding sources of $24,698,470 will also be certified as part of the fiscal
year 2022 operating budget. Budgeted fiscal year 2022 Capital Projects Fund revenues
and transfers in also include a transfer in from the TIF funds to reimburse for prior year
expenditures of $18,191. Total Capital Projects Fund fiscal year 2022 budgeted
revenues and transfer in are $24,716,661.
The changes to the 2021 CIP are amended into the fiscal year 2021 operating budget.
The fiscal year 2021 Capital Projects Fund expenditure budget also includes totals from
the carry forward of prior year projects that must be re-appropriated with the State. The
amounts being carried forward from prior years are not included in the five-year CIP
totals. The revised Capital Projects Fund expenditures for fiscal year 2021 are
$72,710,934; the revised budget includes the 2021 CIP expenditures of $30,224,050,
prior year project carry forwards of $42,460,484, and internal loan interest payments of
$26,400.
481
The revised fiscal year 2021 Capital Projects Fund revenues and transfers in budget
also includes totals from the carry forward of prior year projects. The amounts being
carried forward from prior years are not included in the five-year CIP totals. The revised
Capital Projects Fund revenues and transfers in for fiscal year 2021 are $39,328,303;
the revised budget includes the 2021 CIP funding sources of $29,784,050, State sales
tax grant funding of $1,213,954, a transfer in from the TIF funds to reimburse for prior
year expenditures of $2,165, and prior year project carry forwards of $8,328,134.
In fiscal year 2015, the North Treatment Plant Removal project received a 20-year
internal loan from the Wastewater Treatment Fund which is being repaid with a State of
Iowa sales tax grant. In fiscal year 2018, this was reduced to a 7-year loan due to better
align with the anticipated timing of the state sales tax grant revenues. 2021 is the final
year that the City will receive state sales tax grant revenues and the final year of the
internal loan. The Capital Projects Fund’s 2021 budgeted expenditures include $26,400
for interest expense to be paid to the Wastewater Treatment Fund, and $1,375,000 in
principal repayments, shown as transfers out. State sales tax grant revenues are
budgeted at $1,213,954 in 2021. These amounts are not reflected in the five-year CIP
totals.
Fund balance in the Capital Projects Fund primarily represents unspent funding sources
from the current year and prior years. This balance fluctuates based on the timing of the
issuance of bonds and the timing of the project expenditures. The estimated ending
fund balance for fiscal year 2022 is $3,218,042.
482
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 56,728,216$ 51,478,202$ 37,683,022$ 38,062,482$ 3,304,851$ 3,218,042$
Revenues:
Use Of Money And Property
Interest Revenues 547,585$ 745,132$ 499,001$ -$ -$ -$
Intergovernmental
Fed Intergovnt Rev 57,993 347,216 1,044,497 7,397,347 292,500 16,000,000
Disaster Assistance 71,512 - - - - -
Other State Grants 1,802,896 2,723,823 4,961,896 6,200,300 1,000,000 -
State 28E Agreements 92,330 161,848 90,661 430,000 - -
Local 28E Agreements 25,000 25,000 25,000 1,600,000 - -
Charges of Fees & Services
Development Fees - 63,645 93,462 - - -
Miscellaneous
Contrib & Donations 94,542 10,000 25,000 195,000 - -
Printed Materials 1,245 4,360 885 - - -
Other Misc Revenue 51,515 27,002 121,490 - - -
Other Financial Sources
Debt Sales 12,157,105 12,565,848 13,012,385 11,161,140 12,150,000 22,270,500
Sub-Total Revenues 14,901,722 16,673,874 19,874,276 26,983,787 13,442,500 38,270,500
Transfers In:
Funds 14,286,521 6,987,195 4,751,737 4,140,635 4,178,661 4,038,970
Transfers-In from Enterprise Funds 10,030,558 9,138,147 8,020,378 8,068,845 6,345,500 14,022,500
Transfers-In from G.O. Bonds (21,242) - - - - -
Misc Transfers-In 1,380 107,684 3,335 35,036 - -
Internal Service (Non-Budgetary):
Equipment Fund - - - 100,000 750,000 -
Sub-Total Transfers In 24,297,217 16,233,026 12,775,451 12,344,516 11,274,161 18,061,470
Total Revenues & Transfers In 39,198,939$ 32,906,900$ 32,649,727$ 39,328,303$ 24,716,661$ 56,331,970$
Expenditures:
Governmental:
General Government 554,521$ 440,206$ 1,060,808$ 3,960,453$ 400,000$ 260,000$
Culture & Recreation 4,702,095 8,245,547 5,556,924 6,870,895 2,705,000 3,265,000
Community and Economic Dvlpmnt 5,481,026 8,407,063 237,979 404,524 - -
Public Safety 59,910 5,026 768,914 1,872,077 125,000 108,500
Public Works 22,953,497 22,655,067 16,948,609 40,647,166 14,935,470 11,960,470
Enterprise:
Parking Operations 544,815 288,825 70,266 1,584,073 890,000 770,000
Public Transportation 6,063 178,752 36,345 717,426 - 20,050,000
Wastewater Treatment 5,613,040 2,203,521 3,025,409 6,858,625 2,358,000 12,825,500
Water Operations 1,460,865 922,313 1,137,779 2,276,963 890,000 967,500
Refuse Operations - - - 550,000 - -
Landfill 1,778,140 1,698,022 - 3,487,000 685,000 4,790,000
Storm Water 81,536 226,608 594,327 2,084,944 1,490,000 690,000
Airport 211,578 156,128 1,082,908 1,396,788 325,000 -
Sub-Total Expenditures 43,447,087 45,427,080 30,520,267 72,710,934 24,803,470 55,686,970
Transfers Out:
Capital Project Fund (20,986) - - - - -
Misc Transfers Out 1,022,852 1,275,000 1,750,000 1,375,000 - -
Sub-Total Transfers Out 1,001,866 1,275,000 1,750,000 1,375,000 - -
Total Expenditures & Transfers Out 44,448,953$ 46,702,080$ 32,270,267$ 74,085,934$ 24,803,470$ 55,686,970$
Fund Balance, June 30 51,478,202$ 37,683,022$ 38,062,482$ 3,304,851$ 3,218,042$ 3,863,042$
Capital Projects Fund
Fund Summary
483
Capital Improvement Plan 2021-2025
City of Iowa City, Iowa
DIVISION SUMMARY
thru2021 2025
TotalCategory20212022202320242025
774,150 325,000 1,700,000 150,000 2,949,150
50,000 50,000
250,000 250,000
750,000 750,000
1,995,000 1,360,000 1,200,000 4,555,000
2,087,000 685,000 4,790,000 840,000 8,402,000
150,000 325,000 25,000 500,000
750,000 890,000 770,000 705,000 737,500 3,852,500
50,000 700,000 260,000 100,000 250,000 1,360,000
1,900,000 1,265,000 2,490,000 2,045,000 6,525,000 14,225,000
125,000 108,500 233,500
410,000 410,000
110,000 690,000 650,000 650,000 5,950,000 8,050,000
550,000 550,000
700,000 300,000 125,000 450,000 350,000 1,925,000
721,000 1,490,000 690,000 990,000 240,000 4,131,000
15,695,470 14,185,470 11,960,470 26,697,470 14,135,470 82,674,350
350,000 20,050,000 50,000 20,450,000
2,557,430 2,358,000 12,825,500 3,050,000 2,950,000 23,740,930
Airport
Cemetery
Development Services
Equipment
Fire
Landfill
Library
Parking Operations
Parks Administration
Parks Maintenance
Police
Public Works Administration
Recreation
Refuse Operations
Senior Center
Stormwater
Street Operations
Transit Operations
Wastewater Treatment
Water Operations 1,274,000 890,000 967,500 944,000 1,200,000 5,275,500
30,224,050 24,803,470 55,686,970 39,856,470 33,762,970 184,333,930TOTAL
484
Airport, $2,949,150
Fire, $4,555,000
Development Services, $250,000
Equipment, $750,000
Cemetery, $50,000
Landfill, $8,402,000
Library, $500,000
Parks Administration, $1,360,000
Parks Maintenance, $14,225,000
Parking Operations, $3,852,500
Transit Operations, $20,450,000
Police, $233,500
Public Works Administration,
$410,000
Recreation, $8,050,000
Refuse Operations, $550,000
Senior Center, $1,925,000
Stormwater, $4,131,000
Street Operations,
$82,674,350
Wastewater Treatment,
$23,740,930
Water Operations, $5,275,500
Capital Improvement Program
by Division
2021-2025
$184,333,930
485
Capital Improvement Plan 2021-2025
City of Iowa City, Iowa
PROJECTS BY DIVISION
2021 2025thru
Total20212022202320242025CategoryProject #Priority
Airport
A3442 181,900181,900Runway 12-30 Obstruction Mitigation & Part 77 1
A3447 60,00060,000Airport Parking Lot Expansion 3
A3465 150,000150,000Runway 7 Environmental Assessment 1
A3470 460,000460,000Runway 25 Threshold Relocation 1
A3471 397,25072,250 325,000Runway 12/30 Threshold Displacement/Relocation 1
A3473 1,250,0001,250,000Airport Apron Expansion 2
A3474 250,000250,000Runway 7/25 Pavement Repairs 2
A3475 200,000200,000Runway 12/30 Pavement Repairs 2
2,949,150774,150 325,000 1,700,000 150,000Airport Total
Cemetery
R4145 50,00050,000Cemetery Road Asphalt Overlay 2
50,00050,000Cemetery Total
Development Services
G4720 250,000250,000Permitting Software Upgrade 1
250,000250,000Development Services Total
Equipment
P3987 750,000750,000Non-Public Safety Radio System Upgrade 1
750,000750,000Equipment Total
Fire
Z4406 4,460,0001,900,000 1,360,000 1,200,000Fire Apparatus Replacement Program 1
Z4408 95,00095,000Fire Station #1 Apparatus Bay Slab Reconstruction 2
4,555,0001,995,000 1,360,000 1,200,000Fire Total
Landfill
L3328 1,250,000150,000 100,000 1,000,000Landfill Equipment Building Replacement 2
L3333 330,00030,000 300,000Compost Pad Improvements 2
L3334 620,000620,000South Side Recycling Site 3
L3335 600,00060,000 540,000Landfill Dual Extraction System Expansion 3
L3338 4,060,000100,000 260,000 3,700,000Future Landfill Cell 1
L3340 175,000175,000Bulk Water Fill Station 2
L3341 425,000425,000Bulldozer upgrade 1
L3342 150,000150,000Leachate Lagoon updates 2
L3343 792,000792,000Landfill Gas Infrastructure Expansion 1
8,402,0002,087,000 685,000 4,790,000 840,000Landfill Total
486
Total20212022202320242025CategoryProject #Priority
Library
B4343 325,000325,000First Floor Carpet and Furnishings Replacement 2
B4346 150,000150,000Automated Material Handler/Sorter 3
B4347 25,00025,000Facility Space Needs & Environmental Impact Study 3
500,000150,000 325,000 25,000Library Total
Parking Operations
T3004 1,950,000150,000 300,000 500,000 500,000 500,000Parking Facility Restoration Repair 2
T3020 200,000200,000Replacement of Electronics in Smart Parking Meters 1
T3021 100,000100,000Video Cameras for Parking Facilities 3
T3022 90,00090,000Parking Enforcement Vehicles 3
T3023 800,000400,000 400,000Parking Ramp Automated Parking Equipment 2
T3025 475,000270,000 205,000Replacement of LED fixtures in Parking Facilities 2
T3026 237,500237,500Tower Place Drainage Modifications 1
3,852,500750,000 890,000 770,000 705,000 737,500Parking Operations Total
Parks Administration
R4129 810,00050,000 400,000 260,000 50,000 50,000City Hall - Other Projects 1
R4332 300,000300,000Upgrade Building BAS Controls 3
R4388 250,00050,000 200,000ADA Elevator Improvements 1
1,360,00050,000 700,000 260,000 100,000 250,000Parks Administration Total
Parks Maintenance
R4130 410,00050,000 90,000 90,000 90,000 90,000Parks Annual Improvements/Maintenance 1
R4132 150,00030,000 30,000 30,000 30,000 30,000Park Annual ADA Accessibility Improvements 2
R4206 100,00025,000 25,000 25,000 25,000Intra-city Bike Trails 2
R4227 3,900,000400,000 3,500,000Hwy 6 Trail - Broadway to Fairmeadows 5
R4346 700,000350,000 350,000Palisades or Stone Bridge Park Development 2
R4350 350,00060,000 290,000Chadek Green Park Playground and Shelter 2
R4357 250,000100,000 150,000Whispering Meadows Park Eco Restore & Park Imprv 2
R4358 600,000600,000Lower City Park Shelters & Restroom Replacement 2
R4359 370,000370,000Kiwanis Park Playground & Shelter Renovation 2
R4362 450,000450,000Napoleon Park Softball Fields 5-8 Renovation 3
R4363 700,000100,000 600,000Upper City Park Master Plan and Improvements 2
R4365 245,000245,000Hickory Hill Park Conklin St Shelter & Restrooms 2
R4366 275,000275,000Glendale Park Shelter & Playground Replacement 2
R4368 400,000400,000Court Hill Park Shelter & Playground Replacement 2
R4371 150,000150,000Happy Hollow Playground Replacement 2
R4372 600,000600,000Terrell Mill Skate Park Redevelopment 2
R4373 175,000175,000City Park Ball Field Improvements 3
R4374 1,000,000800,000 200,000Mercer Park Ball Diamond Improvements 3
R4375 250,000250,000Hunter's Run Park Playground & Shelter 2
R4376 510,000510,000Hwy 6 Trail - Fairmeadows to Heinz 2
R4380 500,000100,000 100,000 100,000 100,000 100,000Annual Contracted Tree Planting 4
R4381 250,000250,000Event Facility Improvements 2
R4382 180,000180,000Off Road Bike Trail Development 5
R4383 400,000400,000Pedestrian Mall Playground 1
R4384 135,000135,000Benton Hills Playground Replacement 2
R4385 400,000400,000College Green Park Playground 2
R4386 200,000200,000Park Facility Parking Lot Overlay 2
R4387 575,000575,000Willow Creek Trail Replacement 2
14,225,0001,900,000 1,265,000 2,490,000 2,045,000 6,525,000Parks Maintenance Total
487
Total20212022202320242025CategoryProject #Priority
Police
Y4446 125,000125,000Digital Photo Evidence Management 3
Y4447 108,500108,500Animal Shelter Standy Generator 2
233,500125,000 108,500Police Total
Public Works Administration
P3985 410,000410,000Sand/Salt Storage Bunkers 3
410,000410,000Public Works Administration Total
Recreation
R4229 6,000,000100,000 5,900,000City Park Pool Replacement 3
R4230 100,000100,000Splash Pad Improvements 2
R4330 250,00050,000 50,000 50,000 50,000 50,000Annual Recreation Center Improvements 1
R4351 1,000,000500,000 500,000Recreation Center Improvements 1
R4370 700,00060,000 640,000Robert A. Lee Recreation Center Pool Filter & HVAC 2
8,050,000110,000 690,000 650,000 650,000 5,950,000Recreation Total
Refuse Operations
L3337 550,000550,000Fully Automated Curbside Collections Truck 1
550,000550,000Refuse Operations Total
Senior Center
K1001 1,925,000700,000 300,000 125,000 450,000 350,000Annual Senior Center Facility Improvements 4
1,925,000700,000 300,000 125,000 450,000 350,000Senior Center Total
Stormwater
M3631 1,200,000240,000 240,000 240,000 240,000 240,0002
M3633 1,400,000150,000 1,250,0002
M3634 350,000350,0002
M3635 850,000100,000 750,0002
M3636 331,000331,000
Annual Stormwater Improvements
North Westminster Storm Sewer Upgrades
Rundell Street Pump Station Vault Modifications
River Street Storm Sewer Improvements
Petsel Place Storm Sewer Improvements 1
4,131,000721,000 1,490,000 690,000 990,000 240,000Storm Water Total
Street Operations
S3814 900,000150,000 300,000 150,000 150,000 150,000Annual Traffic Signal Projects 3
S3816 75,00015,000 15,000 15,000 15,000 15,000Traffic Calming 3
S3822 500,000100,000 100,000 100,000 100,000 100,000Curb Ramps-ADA 1
S3824 11,536,9403,107,388 2,107,388 2,107,388 2,107,388 2,107,388Annual Pavement Rehabilitation 1
S3826 940,410188,082 188,082 188,082 188,082 188,082Underground Electrical Facilities 2
S3827 900,000300,000 150,000 150,000 150,000 150,000Bicycle Master Plan Implementation 3
S3910 1,250,000250,000 250,000 250,000 250,000 250,000Annual Bridge Maintenance & Repair 1
S3936 5,060,0005,060,000Melrose Avenue Improvements 2
S3939 3,000,000300,000 2,700,000Dubuque Street Reconstruction 1
S3940 100,000100,000Kirkwood Avenue to Capitol Street Connection 2
S3946 6,325,000125,000 6,200,000Court Street Reconstruction 2
S3947 3,475,0003,475,000Benton Street Rehabilitation Project 2
S3950 5,750,0005,750,000Rochester Ave Reconst- First Ave. to Ralston Creek 2
S3951 75,00075,000Hwy 1/Hwy 6 Intersection Improvements Study 2
S3952 17,000,0001,250,000 15,750,000Dodge Street Reconstruct - Governor to Burlington 2
S3954 1,025,0001,025,000Orchard Street Reconstruction 2
S3955 1,437,000200,000 1,237,000N. Gilbert Street Reconstruction 2
488
Total20212022202320242025CategoryProject #Priority
S3956 1,825,0001,825,000Gilbert Street Bridge Replacement 1
S3958 6,700,000700,000 6,000,000Park Road Reconstruct - Rocky Shore to Riverside 2
S3959 11,000,0001,000,000 10,000,000Taft Avenue Reconstruct - Am Legion to Lwr West Br 2
S3960 100,000100,000Oakdale Blvd Extension - Alignment Study 2
S3961 75,00075,000Foster Road Elevation 1
S3962 55,00055,000Highland Court Sidewalk Infill Project 3
S3963 2,050,000300,000 750,000 1,000,000Burlington Street Bridge Replacement 1
S3964 120,000120,000Scott Blvd. Sidewalk Infill 3
S3965 1,400,000100,000 1,300,000Fairchild Street Reconstruction 2
82,674,35015,695,470 14,185,470 11,960,470 26,697,470 14,135,470Street Operations Total
Transit Operations
T3055 20,200,000200,000 20,000,000Transit Maintenance Facility Relocation 2
T3059 150,00050,000 50,000 50,000Transit Bus Shelter Replacement & Expansion 2
T3067 100,000100,000Transit Interchange and Bus Stop Improvements 2
20,450,000350,000 20,050,000 50,000Transit Operations Total
Wastewater Treatment
V3101 3,750,000750,000 750,000 750,000 750,000 750,000Annual Sewer Main Replacement 2
V3147 187,430187,430Nevada Ave Sanitary Sewer Replacement 2
V3151 7,990,500120,000 7,870,500Digester Complex Rehabilitation 1
V3153 1,000,0001,000,000Influent Rake and Screen Replacement 1
V3154 1,025,00025,000 1,000,000Hawkeye Lift Station Rehabilitation 2
V3155 2,425,000250,000 2,175,000Rohret South Sewer 2
V3157 238,000238,000Wastewater Plant Mixer Improvements 2
V3158 170,000170,000Biosolids Conveyor Improvements 2
V3162 580,000580,000Benton Street Trunk Sewer Improvements 1
V3163 300,000300,000Aeration Basin Electric & Instrument Improvements 3
V3164 500,000500,000Return Activated Sludge Pump Replacement 2
V3165 500,000500,000Replacement of Influent Pump Station Pumps 2
V3166 250,000250,000Sewer Distribution Asset Inventory 2
V3167 200,000200,000Replace Grit Classifiers 2
V3168 1,050,000150,000 900,000Replace Heat Exchanger 2
V3169 800,000800,000Napoleon Lift Station Improvements 1
V3170 1,200,000300,000 300,000 300,000 300,000WWTP Roof Replacements 1
V3171 250,000250,000Replace Sludge Recirculation Pumps 2
V3172 150,000150,000Highlander Lift Station Improvements 2
V3173 175,000175,000Jet Truck Replacement 1
V3174 1,000,0001,000,000Aeration Eqiuipment Improvements 3
23,740,9302,557,430 2,358,000 12,825,500 3,050,000 2,950,000Wastewater Treatment Total
Water Operations
W3222 725,000725,000Dill St. Water Main Replacement 1
W3300 650,00050,000 600,000Bradford Drive Water Main Replacement 3
W3305 150,000150,000Jordan Well Rehabilitation 1
W3313 564,00064,000 500,000Hwy 1 (Hawk Ridge to WalMart) Water Main Repl 2
W3314 650,00050,000 600,000High Service Pump VFD Replacement 2
W3315 175,000175,000Peninsula Well Field Power Redundancy 3
W3316 115,000115,000Chlorine Feeder System Upgrade 2
W3317 45,00045,000Water Front Meeting Room A/V Upgrades 3
W3318 40,00040,000GSR Generator Enclosure Replacement 2
W3319 100,000100,000Chemical Room & Outdoor Lighting Upgrade 3
W3320 661,50067,500 594,000Hwy 6 (Fairmeadows to Ind Park Rd) Water Main Repl 1
W3321 150,000150,000Treatment Technology Study 2
W3322 1,000,000100,000 900,000Collector Well #2 Cleaning and Upgrade 1
489
Total20212022202320242025CategoryProject #Priority
W3323 250,000250,000Water Distribution Asset Inventory 2
5,275,5001,274,000 890,000 967,500 944,000 1,200,000Water Operations Total
GRAND TOTAL 184,333,93030,224,050 24,803,470 55,686,970 39,856,470 33,762,970
490
Capital Improvement Plan 2021-2025
City of Iowa City, Iowa
FUNDING SOURCE SUMMARY
2021 thru 2025
TotalSource20212022202320242025
300,91583,415 32,500 170,000 15,000
500,000100,000 100,000 100,000 100,000 100,000
850,000100,000 750,000
28,596,0952,888,595 1,292,500 16,000,000 5,280,000 3,135,000
4,751,500835,000 950,000 978,500 993,000 995,000
51,406,1409,269,140 10,750,000 9,820,000 11,727,000 9,840,000
14,602,0001,892,000 1,400,000 2,035,000 1,175,000 8,100,000
3,680,0001,325,000 425,000 1,090,000 840,000
4,852,000892,000 260,000 3,700,000
1,600,0001,600,000
14,126,0001,576,000 9,850,000 2,700,000
3,852,500750,000 890,000 770,000 705,000 737,500
550,000550,000
10,415,50010,415,500
13,535,0002,797,000 2,797,000 2,647,000 2,647,000 2,647,000
4,131,000721,000 1,490,000 690,000 990,000 240,000
4,350,000250,000 4,050,000 50,000
892,000380,000 272,000 240,000
1,567,350313,470 313,470 313,470 313,470 313,470
13,325,4302,187,430 2,358,000 2,755,000 3,075,000 2,950,000
AIRPORT FUND
EMERGENCY LEVY
EQUIPMENT FUND
FEDERAL GRANTS
GENERAL FUND
GO BONDS-ESSENTIAL PURPOSE
GO BONDS-GENERAL PURPOSE
LANDFILL FUND
LANDFILL REPLACEMENT RESERVE
OTHER LOCAL GOVERNMENTS
OTHER STATE GRANTS
PARKING FUND
REFUSE COLLECTION FUND
REVENUE BONDS
ROAD USE TAX FUND
STORMWATER FUND
TRANSIT FUND
UNIVERSITY OF IOWA
UTILITY FRANCHISE TAX
WASTEWATER FUND
WATER FUND 5,275,5001,274,000 890,000 967,500 944,000 1,200,000
29,784,050 24,698,470 56,331,970 39,081,470 33,262,970 183,158,930GRAND TOTAL
491
Utility Franchise Tax, $1,567,350
Federal Grants, $28,596,095
University of Iowa, $892,000
Other State Grants, $14,126,000
Other Local Governments,
$1,600,000
General Fund, $4,751,500
Road Use Tax Fund, $13,535,000
Water Fund, $5,275,500
Wastewater Fund, $13,325,430
Parking Fund, $3,852,500
Transit Fund, $4,350,000
Airport Fund, $300,915
Landfill Fund, $8,532,000
Stormwater Fund, $4,131,000
Emergency Levy, $500,000
Refuse Collection Funds, $550,000
Equipment Fund, $850,000
GO Bonds, $66,008,140
Revenue Bonds, 10,415,500
Capital Improvement Program
by Funding Source
2021-2025
$183,158,930
492
Capital Improvement Plan 2021-2025
City of Iowa City, Iowa
PROJECTS BY FUNDING SOURCE
2021 2025thru
TotalSourceProject #Priority 2021 2022 2023 2024 2025
AIRPORT FUND
A3442 18,19018,190Runway 12-30 Obstruction Mitigation & Part 77 1
A3447 12,00012,000Airport Parking Lot Expansion 3
A3465 15,00015,000Runway 7 Environmental Assessment 1
A3470 46,00046,000Runway 25 Threshold Relocation 1
A3471 39,7257,225 32,500Runway 12/30 Threshold Displacement/Relocation 1
A3473 125,000125,000Airport Apron Expansion 2
A3474 25,00025,000Runway 7/25 Pavement Repairs 2
A3475 20,00020,000Runway 12/30 Pavement Repairs 2
300,91583,415 32,500 170,000 15,000AIRPORT FUND Total
EMERGENCY LEVY
R4380 500,000100,000 100,000 100,000 100,000 100,000Annual Contracted Tree Planting 4
500,000100,000 100,000 100,000 100,000 100,000EMERGENCY LEVY Total
EQUIPMENT FUND
P3987 750,000750,000Non-Public Safety Radio System Upgrade 1
T3055 100,000100,000Transit Maintenance Facility Relocation 2
850,000100,000 750,000EQUIPMENT FUND Total
FEDERAL GRANTS
A3442 163,710163,710Runway 12-30 Obstruction Mitigation & Part 77 1
A3465 135,000135,000Runway 7 Environmental Assessment 1
A3470 414,000414,000Runway 25 Threshold Relocation 1
A3471 357,52565,025 292,500Runway 12/30 Threshold Displacement/Relocation 1
A3473 1,125,0001,125,000Airport Apron Expansion 2
A3474 225,000225,000Runway 7/25 Pavement Repairs 2
A3475 180,000180,000Runway 12/30 Pavement Repairs 2
R4227 500,000500,000Hwy 6 Trail - Broadway to Fairmeadows 5
S3936 930,000930,000Melrose Avenue Improvements 2
S3947 1,315,8601,315,860Benton Street Rehabilitation Project 2
S3952 3,750,0003,750,000Dodge Street Reconstruct - Governor to Burlington 2
S3956 1,000,0001,000,000Gilbert Street Bridge Replacement 1
S3959 2,500,0002,500,000Taft Avenue Reconstruct - Am Legion to Lwr West Br 2
T3055 16,000,00016,000,000Transit Maintenance Facility Relocation 2
28,596,0952,888,595 1,292,500 16,000,000 5,280,000 3,135,000FEDERAL GRANTS Total
GENERAL FUND
B4346 150,000150,000Automated Material Handler/Sorter 3
493
TotalSourceProject #Priority 2021 2022 2023 2024 2025
B4347 25,00025,000Facility Space Needs & Environmental Impact Study 3
G4720 250,000250,000Permitting Software Upgrade 1
K1001 1,225,000300,000 125,000 450,000 350,000Annual Senior Center Facility Improvements 4
R4129 150,00050,000 50,000 50,000City Hall - Other Projects 1
R4130 410,00050,000 90,000 90,000 90,000 90,000Parks Annual Improvements/Maintenance 1
R4132 150,00030,000 30,000 30,000 30,000 30,000Park Annual ADA Accessibility Improvements 2
R4145 50,00050,000Cemetery Road Asphalt Overlay 2
R4206 100,00025,000 25,000 25,000 25,000Intra-city Bike Trails 2
R4230 100,000100,000Splash Pad Improvements 2
R4330 250,00050,000 50,000 50,000 50,000 50,000Annual Recreation Center Improvements 1
R4357 10,00010,000Whispering Meadows Park Eco Restore & Park Imprv 2
R4363 100,000100,000Upper City Park Master Plan and Improvements 2
R4373 175,000175,000City Park Ball Field Improvements 3
R4374 300,000100,000 200,000Mercer Park Ball Diamond Improvements 3
R4381 250,000250,000Event Facility Improvements 2
R4382 180,000180,000Off Road Bike Trail Development 5
R4388 250,00050,000 200,000ADA Elevator Improvements 1
S3951 75,00075,000Hwy 1/Hwy 6 Intersection Improvements Study 2
S3960 100,000100,000Oakdale Blvd Extension - Alignment Study 2
S3961 75,00075,000Foster Road Elevation 1
Y4446 125,000125,000Digital Photo Evidence Management 3
Y4447 108,500108,500Animal Shelter Standy Generator 2
Z4406 48,00048,000Fire Apparatus Replacement Program 1
Z4408 95,00095,000Fire Station #1 Apparatus Bay Slab Reconstruction 2
4,751,500835,000 950,000 978,500 993,000 995,000GENERAL FUND Total
GO BONDS-ESSENTIAL PURPOSE
R4350 350,000350,000Chadek Green Park Playground and Shelter 2
R4357 150,000150,000Whispering Meadows Park Eco Restore & Park Imprv 2
R4358 600,000600,000Lower City Park Shelters & Restroom Replacement 2
R4359 370,000370,000Kiwanis Park Playground & Shelter Renovation 2
R4363 600,000600,000Upper City Park Master Plan and Improvements 2
R4365 245,000245,000Hickory Hill Park Conklin St Shelter & Restrooms 2
R4366 275,000275,000Glendale Park Shelter & Playground Replacement 2
R4368 400,000400,000Court Hill Park Shelter & Playground Replacement 2
R4371 150,000150,000Happy Hollow Playground Replacement 2
R4375 250,000250,000Hunter's Run Park Playground & Shelter 2
R4383 400,000400,000Pedestrian Mall Playground 1
R4384 135,000135,000Benton Hills Playground Replacement 2
R4385 400,000400,000College Green Park Playground 2
R4386 200,000200,000Park Facility Parking Lot Overlay 2
S3824 1,000,0001,000,000Annual Pavement Rehabilitation 1
S3936 1,780,0001,780,000Melrose Avenue Improvements 2
S3939 3,000,0003,000,000Dubuque Street Reconstruction 1
S3940 100,000100,000Kirkwood Avenue to Capitol Street Connection 2
S3946 6,200,0006,200,000Court Street Reconstruction 2
S3947 2,409,1402,409,140Benton Street Rehabilitation Project 2
S3950 5,750,0005,750,000Rochester Ave Reconst- First Ave. to Ralston Creek 2
S3952 2,400,0002,400,000Dodge Street Reconstruct - Governor to Burlington 2
S3954 1,210,0001,210,000Orchard Street Reconstruction 2
S3955 1,437,0001,437,000N. Gilbert Street Reconstruction 2
S3956 1,000,0001,000,000Gilbert Street Bridge Replacement 1
S3958 6,700,000700,000 6,000,000Park Road Reconstruct - Rocky Shore to Riverside 2
494
TotalSourceProject #Priority 2021 2022 2023 2024 2025
S3959 8,500,0001,000,000 7,500,000Taft Avenue Reconstruct - Am Legion to Lwr West Br 2
S3962 55,00055,000Highland Court Sidewalk Infill Project 3
S3963 300,000300,000Burlington Street Bridge Replacement 1
S3964 120,000120,000Scott Blvd. Sidewalk Infill 3
S3965 1,400,0001,400,000Fairchild Street Reconstruction 2
Z4406 3,520,0001,520,000 1,040,000 960,000Fire Apparatus Replacement Program 1
51,406,1409,269,140 10,750,000 9,820,000 11,727,000 9,840,000GO BONDS-ESSENTIAL PURPOSE
Total
GO BONDS-GENERAL PURPOSE
B4343 325,000325,000First Floor Carpet and Furnishings Replacement 2
K1001 700,000700,000Annual Senior Center Facility Improvements 4
L3334 620,000620,000South Side Recycling Site 3
P3985 410,000410,000Sand/Salt Storage Bunkers 3
R4129 660,000400,000 260,000City Hall - Other Projects 1
R4227 700,000700,000Hwy 6 Trail - Broadway to Fairmeadows 5
R4229 6,000,0006,000,000City Park Pool Replacement 3
R4332 300,000300,000Upgrade Building BAS Controls 3
R4346 700,000350,000 350,000Palisades or Stone Bridge Park Development 2
R4351 1,000,000500,000 500,000Recreation Center Improvements 1
R4362 450,000450,000Napoleon Park Softball Fields 5-8 Renovation 3
R4370 700,000700,000Robert A. Lee Recreation Center Pool Filter & HVAC 2
R4372 600,000600,000Terrell Mill Skate Park Redevelopment 2
R4374 700,000700,000Mercer Park Ball Diamond Improvements 3
R4376 162,000162,000Hwy 6 Trail - Fairmeadows to Heinz 2
R4387 575,000575,000Willow Creek Trail Replacement 2
14,602,0001,892,000 1,400,000 2,035,000 1,175,000 8,100,000GO BONDS-GENERAL PURPOSE
Total
LANDFILL FUND
L3328 1,250,000150,000 100,000 1,000,000Landfill Equipment Building Replacement 2
L3333 330,00030,000 300,000Compost Pad Improvements 2
L3335 600,00060,000 540,000Landfill Dual Extraction System Expansion 3
L3340 175,000175,000Bulk Water Fill Station 2
L3341 175,000175,000Bulldozer upgrade 1
L3342 150,000150,000Leachate Lagoon updates 2
S3936 1,000,0001,000,000Melrose Avenue Improvements 2
3,680,0001,325,000 425,000 1,090,000 840,000LANDFILL FUND Total
LANDFILL REPLACEMENT RESE
L3338 4,060,000100,000 260,000 3,700,000Future Landfill Cell 1
L3343 792,000792,000Landfill Gas Infrastructure Expansion 1
4,852,000892,000 260,000 3,700,000LANDFILL REPLACEMENT
RESERVE Total
OTHER LOCAL GOVERNMENTS
S3936 1,600,0001,600,000Melrose Avenue Improvements 2
495
TotalSourceProject #Priority 2021 2022 2023 2024 2025
1,600,0001,600,000OTHER LOCAL GOVERNMENTS
Total
OTHER STATE GRANTS
A3447 48,00048,000Airport Parking Lot Expansion 3
R4227 2,700,0002,700,000Hwy 6 Trail - Broadway to Fairmeadows 5
R4357 90,00090,000Whispering Meadows Park Eco Restore & Park Imprv 2
R4376 438,000438,000Hwy 6 Trail - Fairmeadows to Heinz 2
S3952 10,850,0001,000,000 9,850,000Dodge Street Reconstruct - Governor to Burlington 2
14,126,0001,576,000 9,850,000 2,700,000OTHER STATE GRANTS Total
PARKING FUND
T3004 1,950,000150,000 300,000 500,000 500,000 500,000Parking Facility Restoration Repair 2
T3020 200,000200,000Replacement of Electronics in Smart Parking Meters 1
T3021 100,000100,000Video Cameras for Parking Facilities 3
T3022 90,00090,000Parking Enforcement Vehicles 3
T3023 800,000400,000 400,000Parking Ramp Automated Parking Equipment 2
T3025 475,000270,000 205,000Replacement of LED fixtures in Parking Facilities 2
T3026 237,500237,500Tower Place Drainage Modifications 1
3,852,500750,000 890,000 770,000 705,000 737,500PARKING FUND Total
REFUSE COLLECTION FUND
L3337 550,000550,000Fully Automated Curbside Collections Truck 1
550,000550,000REFUSE COLLECTION FUND Total
REVENUE BONDS
V3151 7,990,5007,990,500Digester Complex Rehabilitation 1
V3155 2,425,0002,425,000Rohret South Sewer 2
10,415,50010,415,500REVENUE BONDS Total
ROAD USE TAX FUND
S3814 900,000150,000 300,000 150,000 150,000 150,000Annual Traffic Signal Projects 3
S3816 75,00015,000 15,000 15,000 15,000 15,000Traffic Calming 3
S3822 500,000100,000 100,000 100,000 100,000 100,000Curb Ramps-ADA 1
S3824 9,910,0001,982,000 1,982,000 1,982,000 1,982,000 1,982,000Annual Pavement Rehabilitation 1
S3827 900,000300,000 150,000 150,000 150,000 150,000Bicycle Master Plan Implementation 3
S3910 1,250,000250,000 250,000 250,000 250,000 250,000Annual Bridge Maintenance & Repair 1
13,535,0002,797,000 2,797,000 2,647,000 2,647,000 2,647,000ROAD USE TAX FUND Total
STORMWATER FUND
M3631 1,200,000240,000 240,000 240,000 240,000 240,0002
M3633 1,400,000150,000 1,250,0002
M3634 350,000350,0002
M3635 850,000100,000 750,0002
M3636 331,000331,000
Annual Stormwater Improvements
North Westminster Storm Sewer Upgrades
Rundell Street Pump Station Vault Modifications
River Street Storm Sewer Improvements
Petsel Place Storm Sewer Improvements 1
496
TotalSourceProject #Priority 2021 2022 2023 2024 2025
4,131,000721,000 1,490,000 690,000 990,000 240,000STORMWATER FUND Total
TRANSIT FUND
T3055 4,100,000100,000 4,000,000Transit Maintenance Facility Relocation 2
T3059 150,00050,000 50,000 50,000Transit Bus Shelter Replacement & Expansion 2
T3067 100,000100,000Transit Interchange and Bus Stop Improvements 2
4,350,000250,000 4,050,000 50,000TRANSIT FUND Total
UNIVERSITY OF IOWA
Z4406 892,000380,000 272,000 240,000Fire Apparatus Replacement Program 1
892,000380,000 272,000 240,000UNIVERSITY OF IOWA Total
UTILITY FRANCHISE TAX
S3824 626,940125,388 125,388 125,388 125,388 125,388Annual Pavement Rehabilitation 1
S3826 940,410188,082 188,082 188,082 188,082 188,082Underground Electrical Facilities 2
1,567,350313,470 313,470 313,470 313,470 313,470UTILITY FRANCHISE TAX Total
WASTEWATER FUND
V3101 3,750,000750,000 750,000 750,000 750,000 750,000Annual Sewer Main Replacement 2
V3147 187,430187,430Nevada Ave Sanitary Sewer Replacement 2
V3153 1,000,0001,000,000Influent Rake and Screen Replacement 1
V3154 1,025,0001,025,000Hawkeye Lift Station Rehabilitation 2
V3157 238,000238,000Wastewater Plant Mixer Improvements 2
V3158 170,000170,000Biosolids Conveyor Improvements 2
V3162 580,000580,000Benton Street Trunk Sewer Improvements 1
V3163 300,000300,000Aeration Basin Electric & Instrument Improvements 3
V3164 500,000500,000Return Activated Sludge Pump Replacement 2
V3165 500,000500,000Replacement of Influent Pump Station Pumps 2
V3166 250,000250,000Sewer Distribution Asset Inventory 2
V3167 200,000200,000Replace Grit Classifiers 2
V3168 1,050,000150,000 900,000Replace Heat Exchanger 2
V3169 800,000800,000Napoleon Lift Station Improvements 1
V3170 1,200,000300,000 300,000 300,000 300,000WWTP Roof Replacements 1
V3171 250,000250,000Replace Sludge Recirculation Pumps 2
V3172 150,000150,000Highlander Lift Station Improvements 2
V3173 175,000175,000Jet Truck Replacement 1
V3174 1,000,0001,000,000Aeration Eqiuipment Improvements 3
13,325,4302,187,430 2,358,000 2,755,000 3,075,000 2,950,000WASTEWATER FUND Total
WATER FUND
W3222 725,000725,000Dill St. Water Main Replacement 1
W3300 650,00050,000 600,000Bradford Drive Water Main Replacement 3
W3305 150,000150,000Jordan Well Rehabilitation 1
W3313 564,00064,000 500,000Hwy 1 (Hawk Ridge to WalMart) Water Main Repl 2
W3314 650,00050,000 600,000High Service Pump VFD Replacement 2
W3315 175,000175,000Peninsula Well Field Power Redundancy 3
W3316 115,000115,000Chlorine Feeder System Upgrade 2
497
TotalSourceProject #Priority 2021 2022 2023 2024 2025
W3317 45,00045,000Water Front Meeting Room A/V Upgrades 3
W3318 40,00040,000GSR Generator Enclosure Replacement 2
W3319 100,000100,000Chemical Room & Outdoor Lighting Upgrade 3
W3320 661,50067,500 594,000Hwy 6 (Fairmeadows to Ind Park Rd) Water Main Repl 1
W3321 150,000150,000Treatment Technology Study 2
W3322 1,000,000100,000 900,000Collector Well #2 Cleaning and Upgrade 1
W3323 250,000250,000Water Distribution Asset Inventory 2
5,275,5001,274,000 890,000 967,500 944,000 1,200,000WATER FUND Total
183,158,93029,784,050 24,698,470 56,331,970 39,081,470 33,262,970GRAND TOTAL
498
Capital Improvement Plan 2021-2025
City of Iowa City, Iowa
ANNUAL RECURRING PROJECTS
2021 2025thru
PARKS & RECREATION
Total20212022202320242025DepartmentProject #Priority
R4129 810,00050,000 400,000 260,000 50,000 50,000City Hall - Other Projects 1
R4130 410,00050,000 90,000 90,000 90,000 90,000Parks Annual Improvements/Maintenance 1
R4132 150,00030,000 30,000 30,000 30,000 30,000Park Annual ADA Accessibility Improvements 1
R4206 100,00025,000 25,000 25,000 25,000Intra-city Bike Trails 1
R4330 250,00050,000 50,000 50,000 50,000 50,000Annual Recreation Center Improvements 1
R4380 500,000100,000 100,000 100,000 100,000 100,000Annual Contracted Tree Planting 1
2,220,000280,000 695,000 555,000 345,000 345,000PARKS & RECREATION Total
2021 - Replace 3rd floor carpet and paint; 2022 - Roof Replacement; 2023 - Renovate lower level restrooms. 2024 - Remodel Employee
Fitness room bathroom to become ADA compliant and add toilet and sink. Update finishes and lighting in space; 2025 - Undesignated.
R4129
City Hall - Other Projects
Annual funding for small capital projects and improvements throughout park system. Priorities per the 2017 Park Master Plan are: Park
Signs, Site Furnishings, Shelter/Facility Maintenance, Court Maintenance, Partner Opportunities for Small Projects and Emerging
Opportunities and Needs.
R4130
Parks Annual Improvements/Maintenance
Small projects in parks to improve and enhance physical accessility to park facilities and activity centers. 2021 - Brookland and Harlocke;
2022 - Oak Grove; 2023 - Kiwanis, Hunter's Run and Ryerson's Woods; 2024 - Undetermined; 2025 - Thornberry and Crandic.
R4132
Park Annual ADA Accessibility Improvements
Annual appropriation for the construction or repair of bike trails.
R4206
Intra-city Bike Trails
Annual projects to maintain RALRC & Mercer/Scanlon Recreation Centers.
2021 - Building Indoor Signage; 2022 - RALRC Lower Level Flooring; 2023 RALRC Craft Room Renovations; 2024 - Renovate former
shooting range and lower level storage; 2025 not yet designated.
R4330
Annual Recreation Center Improvements
Annual contracted tree program for additions to street trees, neighborhood infill and park tree plantings. Areas of emphasis include low
income neighborhoods as well as neighborhoods that lost trees to the Emerald Ash Borer or the 2020 Derecho storm.
R4380
Annual Contracted Tree Planting
499
PUBLIC WORKS
Total20212022202320242025DepartmentProject #Priority
M3631 1,200,000240,000 240,000 240,000 240,000 240,0001
S3814 900,000150,000 300,000 150,000 150,000 150,0001
S3816 75,00015,000 15,000 15,000 15,000 15,0001
S3822 500,000100,000 100,000 100,000 100,000 100,0001
S3824 11,536,9403,107,388 2,107,388 2,107,388 2,107,388 2,107,3881
S3826 940,410188,082 188,082 188,082 188,082 188,0821
S3827 900,000300,000 150,000 150,000 150,000 150,0001
S3910 1,250,000250,000 250,000 250,000 250,000 250,0001
V3101 3,750,000750,000 750,000 750,000 750,000 750,000
Annual Stormwater Improvements
Annual Traffic Signal Projects
Traffic Calming
Curb Ramps-ADA
Annual Pavement Rehabilitation
Underground Electrical Facilities
Bicycle Master Plan Implementation
Annual Bridge Maintenance & Repair
Annual Sewer Main Replacement 1
21,052,3505,100,470 4,100,470 3,950,470 3,950,470 3,950,470
This is an annual project that will repair and/or improve storm water infrastructure throughout the City.
M3631
PUBLIC WORKS Total
Annual Stormwater Improvements
This is an annual project to replace or add traffic signals at intersections with outdated traffic signal equipment or at dangerous and
uncontrolled intersections. This project will install pan/tilt/zoom (PTZ) cameras at signalized intersections that do not currently have PTZ
cameras (approximately 57 intersections) in 2020 and 2022.
S3814
Annual Traffic Signal Projects
Annual appropriation for traffic calming projects
S3816
Traffic Calming
Annual appropriation for the construction of ADA accessible curb ramps.
S3822
Curb Ramps-ADA
Annual appropriation for resurfacing roadways and alleys including asphalt, concrete, and brick.
S3824
Annual Pavement Rehabilitation
This is an annual project to convert overhead electrical systems to underground.
Dubuque Street, Riverside Drive, and Gilbert Street are currently the priority corridors for undergrounding electrical facilities.
S3826
Underground Electrical Facilities
This is an annual project to implement the recommendations of the bicycle master plan. Improvement projects include construction of bike
lanes, bike boulevards, and other features that will improve streets to promote equal access and usability for all modes of transportation.
Projects also fund the conversion of 4-lane roads into 3-lane roads in certain areas that are highly used by all of the various modes of
transportation. Projects are scheduled as follows:
2021 - Gilbert Street, 4-lane to 3-lane Conversion; IRT Connector-Gilbert to IRT; Jefferson/Glendale/Heather Bicycle Blvd
2022 - Lakeside Bicycle Blvd; Wetherby Bicycle Blvd
2023 - Sunset Bike Lanes-Benton to Highway 1
2024 - Keokuk Bike Lanes-Kirkwood to Hwy 6; Kirkwood Bike Lanes-Clinton to Lower Muscatine; Lower Muscatine Bike lanes
2025 - Church Street Bicycle Blvd; Emerald Bicycle Blvd
S3827
Bicycle Master Plan Implementation
This provides for the biennial inspection and preservation of Iowa City's bridges including major repairs and restoration. 2019 funding for
this project was moved to the 2nd Avenue Bridge Replacement project.
S3910
Annual Bridge Maintenance & Repair
This project consists of annual sanitary sewer repairs and preventive maintenance throughout the sewer system.
V3101
Annual Sewer Main Replacement
500
SENIOR CENTER
Total20212022202320242025DepartmentProject #Priority
K1001 1,925,000700,000 300,000 125,000 450,000 350,000Annual Senior Center Facility Improvements 1
1,925,000700,000 300,000 125,000 450,000 350,000SENIOR CENTER Total
Improvements needed include: plaster repairs, painting, wallpaper removal, carpeting, wood flooring, tuckpointing, furniture replacement,
remodeling to improve use/operation of facility. Green improvements are also needed to the building to reduce emissions. Improving the
exterior of the building by improving doorways and restore historical scones outside the building and windows is also necessary. A full
building assessment is currently underway and funded in 2020.
K1001
Annual Senior Center Facility Improvements
TRANSPORTATION SERVICES
T3004 1,950,000150,000 300,000 500,000 500,000 500,000Parking Facility Restoration Repair 1
1,950,000150,000 300,000 500,000 500,000 500,000TRANSPORTATION SERVICES
Total
T3004
This annual project includes concrete restoration, application of concrete sealants, repair of control and expansion joints in addition to other
parking facility specific repairs and upgrades including replacement of aging light poles on top decks of facilities to incorporate LED lighting.
Parking Facility Restoration Repair
501
Capital Project Funds
Project Listing
Project Page
Airport
A3442 – Runway 12-30 Obstruction Mitigation & Part 77……………………………… ..... 505
A3447 – Airport Parking Lot Expansion…………………………………………………... .. . 505
A3465 - Runway 7 Environmental Assessment ............................................................... 506
A3470 – Runway 25 Threshold Relocation…………………………………………………..506
A3471 - Runway 12/30 Threshold Displacement/Relocation……………………………...507
A3473 - Airport Apron Expansion………………………………………………………. ....... 507
A3474 – Runway 7/25 Pavement Repairs……………………………………………….. ..... 508
A3475 - Runway 12/30 Pavement Repairs……………………………………………….. .. 508
Fire
Z4406 - Fire Apparatus Replacement Program……………………………………………. . 509
Z4408 - Fire Station #1 Apparatus Bay Slab Reconstruction……………………………. .. 510
Library
B4343 – Library Carpet and Furnishings Replacement……………………………………..511
B4346 – Automated Material Handler/Sorter……………………………………………….. .512
B4347 – Facility Space Needs & Environmental Impact Study…………………………….512
Neighborhood & Development Services
G4720 – Permitting Software Upgrade………………………………………………………..513
Parks & Recreation
R4145 - Cemetery Road Asphalt Overlay……………………………………………………513
R4227 - Hwy 6 Trail – Broadway to Fairmeadows…………………………………………. 514
R4229 - City Park Pool Replacement………………………………………………………...515
R4230 - Splash Pad Improvements…………………………………………………………..516
R4332 - Upgrade Building BAS Controls…………………………………………………….517
R4346 – Palisades & Stone Bridge Park Development……………………………………. 518
R4350 – Chadek Green Park Restrooms and Shelter………………………………………519
R4351 - Recreation Center Improvements…………………………………………………..520
R4357 – Whispering Meadows Shelter & Playground………………………………………521
R4358 – Lower City Park Shelters & Restroom Replacement……………………………..522
R4359 – Kiwanis Park Playground & Shelter Renovation…………………………………..523
R4362 – Napoleon Park Softball Fields 5 – 8 Renovation………………………………….524
R4363 – Upper City Park Shelters & Restroom Replacement……………………………..525
R4365 – Hickory Hill Park Conklin St Shelter & Restrooms……………………………… .. 526
R4366 – Glendale Park Shelter & Playground Replacement……………………………… 527
R4368 – Court Hill Park Shelter & Playground Replacement………………………………528
R4370 - RAL Pool Filter and HVAC………………………………………………………… . 529
R4371 – Happy Hollow Playground Replacement………………………………………… .. 530
R4372 – Terrill Mill Skate Park Redevelopment…………………………………………… .. 531
R4373 – City Park Ball Field Improvements………………………………………………….531
R4374 - Mercer Park Ball Diamond #1 Turf Conversion………………………………… .. 532
502
R4375 – Hunter’s Run Park Playground & Shelter………………………………………… . 533
R4376 - Hwy 6 Trail – Fairmeadows to Heinz……………………………………………. ... 534
R4381 - Event Facility Improvements……………………………………………………...... 535
R4382 - Off Road Bike Trail Development………………………………………………... .. 536
R4383 - Pedestrian Mall Playground………………………………………………………. .. 537
R4384 - Benton Hill Playground Replacement……………………………………………. .. 537
R4385 - College Green Park Playground………………………………………………….. . 538
R4386 - Park Facility Parking Lot Overlay…………………………………………………. . 538
R4387 - Willow Creek Trail Replacement………………………………………………….. . 539
R4388 - ADA Elevator Improvements………………………………………………………. . 540
Police
Y4446 – Digital Photo Evidence Management……………………………………………... . 540
Y4447 - Animal Shelter Standy Generator…………………………………………………. . 541
Public Works
L3328 - Landfill Equipment Building Replacement……………………………………… .... 542
L3333 – Compost Pad Improvements………………………………………………………. . 543
L3334 – South Side Recycling Site…………………………………………………………. .. 544
L3335 – Landfill Dual Extraction System Expansion………………………………………..545
L3337 - Fully Automated Cubside Collections Truck……………………………………….546
L3338 - Future Landfill Cell Design…………………………………………………………..547
L3340 - Bulk Water Fill Station………………………………………………………………. 548
L3341 - Bulldozer upgrage…………………………………………………………………….548
L3342 - Leachate Lagoon updates…………………………………………………………...549
L3343 - Landfill Gas Infrastructure Expansion………………………………………………550
M3633 – North Westminster Storm Sewer Upgrades……………………………………….551
M3634 - Rundell Street Pump Station Vault Modifications………………………………...552
M3635 - River Street Storm Sewer Improvements………………………………………….553
M3636 - Petsel Place Storm Sewer Improvements…………………………………………554
P3985 – Sand/Salt Storage Bunkers………………………………………………………… 555
P3987 - Non-Public Safety Radio System Upgrade……………………………………….. 555
S3936 – Melrose Avenue Improvements……………………………………………………..556
S3939 - Dubuque Street Reconstruction…………………………………………………….557
S3940 – Kirkwood Avenue to Capitol Street Connection………………………………….. 558
S3946 – Court Street Reconstruction………………………………………………………... 559
S3947 – Benton Street Rehabilitation Project………………………………………………. 560
S3950 – Rochester Ave Reconstruction – First Ave to Ralston Creek…………………... 561
S3951 – Hwy 1/Hwy 6 Intersection Improvements Study…………………………………. . 562
S3952 – Dodge Street Reconstruction – Governor to Burlington………………………... . 563
S3954 - Orchard Street Reconstruction……………………………………………………. . 564
S3955 - N. Gilbert Street Reconstruction…………………………………………………… 565
S3956 - Gilbert Street Bridge Replacement……………………………………………….. . 566
S3958 - Park Road Reconstruct – Rocky Shore to Riverside…………………………… . 567
S3959 - Taft Avenue Reconstruct – Am Legion to Lwr West Br………………………… . 568
S3960 - Oakdale Blvd Extension – Alignment Study……………………………………... . 568
S3961 - Foster Road Elevation……………………………………………………………… . 569
S3962 - Highland Court Sidewalk Infill Project……………………………………………. . .570
S3963 - Burlington Street Bridge Replacement…………………………………………… . 571
S3964 - Scott Blvd. Sidewalk Infill………………………………………………………….. .. 572
S3965 - Fairchild Street Reconstruction…………………………………………………… .. 573
V3147 – Nevada Ave Sanitary Sewer Replacement……………………………………… .. 574
V3151 – Digester Complex Rehabilitation…………………………………………………. .. 575
V3153 – Influent Rake and Screen Replacement………………………………………… . .576
V3154 – Hawkeye Lift Station Rehabilitation………………………………………………. .. 576
V3155 – Rohret South Sewer……………………………………………………………….. .. 577
503
V3157 - Wastewater Plant Mixer Improvements………………………………………… .. .578
V3158 - Biosolids Conveyor Improvements………………………………………………. .. 579
V3162 - Benton Street Trunk Sewer Improvements……………………………………… . 580
V3163 - Aeration Basin Electric & Instrument Improvements…………………………… . 581
V3164 - Return Activated Sludge Pump Replacement…………………………………... . 582
V3165 - Replacement of Influent Pump Station Pumps………………………………….. . 583
V3166 - Sewer Distribution Asset Inventory……………………………………………….. . 584
V3167 - Replace Grit Classifiers……………………………………………………………. . 585
V3168 - Replace Heat Exchanger………………………………………………………….. . 586
V3169 - Napoleon Lift Station Improvements……………………………………………... . 587
V3170 - WWTP Roof Replacements……………………………………………………….. . 588
V3171 - Replace Sludge Recirculation Pumps……………………………………………. . 589
V3172 - Highlander Lift Station Improvements………………………………….………… . 590
V3173 - Jet Truck Replacement……………………………………………………………. . .591
V3174 - Aeration Equipment Improvements………………………………………………. .592
W3222 – Dill St Water Main Replacement………………………………………………….. 593
W3300 – Bradford Drive Water Main Replacement………………………………………... 594
W3305 - Jordan Well Rehabilitation………………………………………………………….594
W3313 – Hwy 1 (Hawk Ridge to Walmart) Water Main Replacement……………………. 595
W3314 – High Service Pump VFD Replacement……………………………………………596
W3315 – Peninsula Well Field Power Redundancy…………………………………………596
W3316 – Chlorine Feeder System Upgrade………………………………………………… 597
W3317 - Water Front Meeting Room A/V Upgrades……………………………………… 597
W3318 - GSR Generator Enclosure Replacement………………………………………….598
W3319 - Chemical Room & Outdoor Lighting Upgrade…………………………………….598
W3320 - Hwy 6 (Fairmeadows to Ind Park Rd) Water Main Repl…………………………599
W3321 - Treatment Technology Study……………………………………………………….600
W3322 - Collector Well #2 Cleaning and Upgrade………………………………………….600
W3323 - Water Distribution Asset Inventory…………………………………………………601
Transportation & Resource Management
T3020 – Replacement of Electronics in Smart Parking Meters…………………………….601
T3021 – Video Cameras for Parking Facilities……………………………………………….602
T3022 – Parking Enforcement Vehicles……………………………………………………… 602
T3023 – Parking Ramp Automated Parking Equipment…………………………………….603
T3025 - Replacement of LED fixtures in Parking Facilities………………………………...603
T3026 - Tower Place Drainage Modifications………………………………………………. 604
T3055 – Transit/Equipment Facility Relocation……………………………………………. .. 605
T3059 - Transit Bus Shelter Replacement & Expansion………………………………… .. 606
T3067 - Transit Interchange and Bus Stop Improvements………………………………. . 606
504
Description
Removal of obstructions per FAA Airport Layout Plan. During pase 1 of the obstruction mitigation, 12 additional trees were identified as obstructions that were not
in the previous survey. FAA has agreed to extend the obstruction mitigation program to cover these removals provided property owners agree.
Project #A3442
Priority Critical (1)
Justification
Encroachment into Part 77 surfaces or other protection zones requires mitigation. The City is required to meet grant assurances of maintaining clear airport
approaches.
Budget Impact/Other
Negligible impact to operations.
Useful Life 75 years
Project Name Runway 12-30 Obstruction Mitigation & Part 77
Category Airport
Type Multi-Phase
Total Project Cost:$743,300
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
PLAN Airport Master Plan
Status Active
Total20212022202320242025Expenditures
51,90051,900PLANNING/DESIGN
130,000130,000CONSTRUCTION
181,900 181,900Total
Prior
561,400
Total
Total20212022202320242025Funding Sources
18,19018,190AIRPORT FUND
163,710163,710FEDERAL GRANTS
181,900 181,900Total
Prior
561,400
Total
Description
Expand airport parking to construct additional spaces around the airport beacon circle. Project would create 15-20 additional spaces.
Project #A3447
Priority Efficiency Improvement (3)
Justification
Airport parking is becoming frequently more full as the airport has become better utilized by charter passenger customers and other groups and employees using the
airport. There are now weekly occurances where the parking is 100% full.
Budget Impact/Other
There will be a minor increase in pavement maintenance costs for recurring maintenance/striping and snow and ice removal.
Useful Life 20 years
Project Name Airport Parking Lot Expansion
Category Airport
Type One Phase
Total Project Cost:$60,000
Contact Michael Tharp
Department AIRPORT
MATCH %20%
GRANTEE IDOT
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
15,00015,000PLANNING/DESIGN
40,00040,000CONSTRUCTION
5,0005,000CONTINGENCY
60,000 60,000Total
Total20212022202320242025Funding Sources
12,00012,000AIRPORT FUND
48,00048,000OTHER STATE GRANTS
60,000 60,000Total
505
Description
Follow up project from Runway 7/25 Conversion. This is the Environmental Assessment required before constructing an approximately 213 feet extension at the
Runway 7 end of Runway 7/25.
Project #A3465
Priority Critical (1)
Justification
One of the primary comments from pilots was a concern of the landing distance on 7/25. This project is for completion of the Environmental Assessment a future
extension of Runway 7 and stopway without expanding the protection zones.
Budget Impact/Other
The operating impact is negligible.
Useful Life 10 years
Project Name Runway 7 Environmental Assessment
Category Airport
Type One Phase
Total Project Cost:$150,000
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
PLAN Airport Master Plan
Status Active
Total20212022202320242025Expenditures
150,000150,000PLANNING/DESIGN
150,000 150,000Total
Total20212022202320242025Funding Sources
15,00015,000AIRPORT FUND
135,000135,000FEDERAL GRANTS
150,000 150,000Total
Description
Runway 25 Threshold Relocation and Re-lighting.
Project #A3470
Priority Critical (1)
Justification
The 808' displaced threshold is no longer required due to change in critical design aircraft. This project shifts the location of the displaced threshold to gain 700
feet of additional takeoff and landing distance distance for pilots using Runway 25.
Budget Impact/Other
The budget impact of this change is neutral; it does not add or remove existing infrastructure.
Useful Life 20 years
Project Name Runway 25 Threshold Relocation
Category Airport
Type One Phase
Total Project Cost:$566,000
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
PLAN Airport Master Plan
Status Active
Total20212022202320242025Expenditures
460,000460,000CONSTRUCTION
460,000 460,000Total
Prior
106,000
Total
Total20212022202320242025Funding Sources
46,00046,000AIRPORT FUND
414,000414,000FEDERAL GRANTS
460,000 460,000Total
Prior
106,000
Total
506
Description
Runway 12 Threshold Displacement - Runway 30 Threshold Relocation
Project #A3471
Priority Critical (1)
Justification
The Airport Master Plan completed in 2016 identifies a threshold displacement on Runway 12 of 500 feet to minimize the number of potential obstructions to the
Runway 12 approach. The plan mitigated the impactes to Runway 12/30 by adding length to the Runway 30 end that is available for takeoff but not for landings.
Budget Impact/Other
This project will add minor paving maintenance expenses due to the added pavement at Runway 30.
Useful Life 20 years
Project Name Runway 12/30 Threshold Displacement/Relocation
Category Airport
Type One Phase
Total Project Cost:$397,250
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
PLAN Airport Master Plan
Status Active
Total20212022202320242025Expenditures
72,25072,250PLANNING/DESIGN
325,000325,000CONSTRUCTION
72,250 325,000 397,250Total
Total20212022202320242025Funding Sources
39,7257,225 32,500AIRPORT FUND
357,52565,025 292,500FEDERAL GRANTS
72,250 325,000 397,250Total
Description
This project adds additonal apron space for aircraft parking.
Project #A3473
Priority Essential (2)
Justification
Larger aircraft utilizing the airport require hard surface parking. Our exisiting ramp is too small based on FAA formulas for operations and parking. This project
provides additional parking space to support those aircraft types.
Budget Impact/Other
The operating impact will be increased costs for snow removal and maintenance due to increased surface pavement. The estimated increase in operating
expenditures is less than $10,000.
Useful Life 20 years
Project Name Airport Apron Expansion
Category Airport
Type One Phase
Total Project Cost:$1,250,000
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
PLAN Airport Master Plan
Status Active
Total20212022202320242025Expenditures
375,000375,000PLANNING/DESIGN
875,000875,000CONSTRUCTION
1,250,000 1,250,000Total
Total20212022202320242025Funding Sources
125,000125,000AIRPORT FUND
1,125,0001,125,000FEDERAL GRANTS
1,250,000 1,250,000Total
507
Description
Runway 7/25 joint sealant and miscellaneous pavement repairs.
Project #A3474
Priority Essential (2)
Justification
Pavement repair work required as part of upkeep of airport runways.
Budget Impact/Other
Neutral budget affect to maintain pavement condition.
Useful Life 15 years
Project Name Runway 7/25 Pavement Repairs
Category Airport
Type One Phase
Total Project Cost:$250,000
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
PLAN Airport Master Plan
Status Active
Total20212022202320242025Expenditures
50,00050,000PLANNING/DESIGN
200,000200,000CONSTRUCTION
250,000 250,000Total
Total20212022202320242025Funding Sources
25,00025,000AIRPORT FUND
225,000225,000FEDERAL GRANTS
250,000 250,000Total
Description
Runway 12/30 joint sealant and miscellaneous pavement repairs.
Project #A3475
Priority Essential (2)
Justification
Pavement repair work required as part of upkeep of airport runways.
Budget Impact/Other
Neutral budget affect to maintain pavement condition.
Useful Life 15 years
Project Name Runway 12/30 Pavement Repairs
Category Airport
Type One Phase
Total Project Cost:$200,000
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
PLAN Airport Master Plan
Status Active
Total20212022202320242025Expenditures
20,00020,000PLANNING/DESIGN
180,000180,000CONSTRUCTION
200,000 200,000Total
Total20212022202320242025Funding Sources
20,00020,000AIRPORT FUND
180,000180,000FEDERAL GRANTS
200,000 200,000Total
508
Description
Replacement of Fire Department equipment:
2022 Aerial T-1
2024 Fire Pumper/Aerial #358
2024 Scotty House
2025 Fire Pumper #352
Project #Z4406
Priority Critical (1)
Justification
The department recommends replacement per the established schedule. Fleet Management Scoring indicates Fire Pumper/Aerial #358 will exceed scoring thresholds
in 2021. Aerial T-1 is scheduled for replacement in 2023. Fire Pumpers #352, #353, and #354 are scheduled for replacement in 2025 and 2026. The Fire Safety
House is used to promote fire safety education throughout the community.
Budget Impact/Other
The operating expenses for the City should decrease due to the replacement of older equipment with newer equipment. The estimated decrease in operating
expenses is less than $10,000.
Useful Life 16 years
Project Name Fire Apparatus Replacement Program
Category Fire
Type Multi-Phase
Total Project Cost:$7,755,000
Contact John Grier
Department FIRE
MATCH %VARIES
GRANTEE U OF I
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
4,460,0001,900,000 1,360,000 1,200,000EQUIPMENT
1,900,000 1,360,000 1,200,000 4,460,000Total
Prior
895,000
Total
Future
2,400,000
Total
Total20212022202320242025Funding Sources
48,00048,000GENERAL FUND
3,520,0001,520,000 1,040,000 960,000GO BONDS-ESSENTIAL
PURPOSE
892,000380,000 272,000 240,000UNIVERSITY OF IOWA
1,900,000 1,360,000 1,200,000 4,460,000Total
Prior
895,000
Total
Future
2,400,000
Total
509
Description
This project will reconstruct the floor slab in the apparatus bay of Fire Station 1.
Project #Z4408
Priority Essential (2)
Justification
The slab is nearing the end of its useful life and is developing large cracks.
Budget Impact/Other
The impact on the operating budget is negligible.
Useful Life 50 years
Project Name Fire Station #1 Apparatus Bay Slab Reconstruction
Category Fire
Type One Phase
Total Project Cost:$95,000
Contact John Grier
Department FIRE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
7,5007,500PLANNING/DESIGN
75,00075,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
7,5007,500CONTINGENCY
95,000 95,000Total
Total20212022202320242025Funding Sources
95,00095,000GENERAL FUND
95,000 95,000Total
510
Description
A multi-year project to replace carpeting and some furnishings in large areas of the Library. First floor has 31,000 square feet of carpet and second floor has
39,000. Project includes updates for carpet, demo and floor prep, moving, GC, insurance, fees, bonds, and contingency. In addition, some of the original
furnishings, including casual seating and gallery furnishings will be replaced. An emphasis on sustainable, durable materials and flexible space-making will steer
this project.
Project #B4343
Priority Essential (2)
Justification
Since the building opened in 2004, more than 9,500,000 people have come through the doors. The Library is a heavily visited public space in the heart of
downtown; ongoing investment in the building is necessary to ensure a safe and attractive space is maintained. While this project falls under the "Aesthetic
Improvement" priority right now, failure to complete this work in a timely manner will result in safety and efficiency issues in the future.
Budget Impact/Other
This project will save minor costs associated with carpet repair but is less than $10,000/year.
Useful Life 15 years
Project Name First Floor Carpet and Furnishings Replacement
Category Library
Type Multi-Phase
Total Project Cost:$325,000
Contact Elsworth Carman
Department LIBRARY
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
325,000325,000EQUIPMENT
325,000 325,000Total
Total20212022202320242025Funding Sources
325,000325,000GO BONDS-GENERAL
PURPOSE
325,000 325,000Total
511
Description
Design and install an Automated Material Handler; specifically a six-bin sorter with 2 internal patron inlets and 1 staff inlet. Estimated cost includes all shipping,
installation, and staff training.
Project #B4346
Priority Efficiency Improvement (3)
Justification
The Library was built to accommodate an Automated Material Handler (AMH) in the returns area/circulation workroom on the first floor. Our circulation system
includes use of RFID tagging. Adding an AMH to ICPL’s workflow would significantly reduce the number of times a material is handled throughout the circulation
process by automating several parts of check-in and check-out procedures. It would also allow for more accurate data collection related to physical collection use
and allow staff hours to be allocated to other critical services. Combined, this would result in increased access to materials for library users.
Budget Impact/Other
Despite a significant up-front cost, AMH's lead to a reduction in staff hours related to check-in and check-out procedures and increased efficiancy overall (reducing
costs related to manually managing material searching and locating). The estimated annual cost savings is less than $10,000 per year.
Useful Life 30 Years
Project Name Automated Material Handler/Sorter
Category Library
Type One Phase
Total Project Cost:$150,000
Contact Elsworth Carman
Department LIBRARY
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
150,000150,000CONSTRUCTION
150,000 150,000Total
Total20212022202320242025Funding Sources
150,000150,000GENERAL FUND
150,000 150,000Total
Description
Engage qualified experts to assess and evaluate the efficiency of work and public spaces in the Library building as well as environmental impacts. Project will
reflect an emphasis on flexible spaces and sustainable practices.
Project #B4347
Priority Efficiency Improvement (3)
Justification
As the library building ages, we want to ensure we are taking all necessary steps to maintain energy efficiency and mitigate our impact on the environment while
providing the most efficient work spaces for staff and usable spaces for the public. Findings may lead to in-house changes managed by our facilities team or to
larger-scale adjustments requested in future years. Adjacent space (MERGE) will be included in the assessments.
Budget Impact/Other
Operating budget impacts will depend on the findings of initial studies.
Useful Life 30 Years
Project Name Facility Space Needs & Environmental Impact Study
Category Library
Type One Phase
Total Project Cost:$25,000
Contact Elsworth Carman
Department LIBRARY
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Library Strategic Plan
Status Active
Total20212022202320242025Expenditures
25,00025,000PLANNING/DESIGN
25,000 25,000Total
Total20212022202320242025Funding Sources
25,00025,000GENERAL FUND
25,000 25,000Total
512
Description
This project upgrades the city's current permitting software, Tidemark.
Project #G4720
Priority Critical (1)
Justification
The software provider (Accela) is no longer providing enhancements or upgrades to Tidemark. The current Tidemark software is being scheduled for replacement.
Tidemark Advantage came on-line in 1992 and without enhancements to the existing permitting software and with advancements in technology new software will
be needed allowing us to meet client expectations for future development and building approval processes. It is also a goal for permitting software to better integrate
with other city software systems.
Budget Impact/Other
The overall impact on the operating budget will be the cost of software maintenance and support which is estimated to be up to $25,000 per year.
Useful Life 10 years
Project Name Permitting Software Upgrade
Category Development Services
Type One Phase
Total Project Cost:$950,000
Contact Tracy Hightshoe
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
250,000250,000OTHER
250,000 250,000Total
Prior
700,000
Total
Total20212022202320242025Funding Sources
250,000250,000GENERAL FUND
250,000 250,000Total
Prior
700,000
Total
Description
Mill and resurface with 2" asphalt overlay on a portion of the 19,090sf of road in the cemtery.
Project #R4145
Priority Essential (2)
Justification
Cemetery roads recently reviewed by City Engineering staff for condition and priority for maintenace/resurfacing. The cemetery has not had an overlay project
since 2011 and there are stretches of road that have excessive cracking and damage.
Budget Impact/Other
This project would slightly reduce maintenance costs of the roadways by replacing old asphalt. The estimated annual savings is less than $10,000 per year.
Useful Life 15 years
Project Name Cemetery Road Asphalt Overlay
Category Cemetery
Type One Phase
Total Project Cost:$50,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
50,00050,000CONSTRUCTION
50,000 50,000Total
Total20212022202320242025Funding Sources
50,00050,000GENERAL FUND
50,000 50,000Total
513
Description
Construction of trail extension along Hwy 6 between Broadway Street and Fairmeadows Blvd and along First Avenue from the south side of Hwy 6 to Lower
Muscatine Road.
Project #R4227
Priority Non-essential (5)
Justification
This project is an extension of the Hwy 6 Trail and is an integral piece of the planned trail network. The project appears in MPOJC documents as a 'future' trail and
also appears in the adopted 2017 Iowa City Bicycle Master Plan. This project also meets the Council's Strategic Plan goal of 'Enhancing Community Mobility' by
substantially improving the trail network. This is the last major segment of missing Hwy 6 trail and connects to the 2021 CIP funded segment between Heinz and
Fairmeadows.
Budget Impact/Other
This project will add 4,800 feet of trail to the Parks & Recreation Department snow plowing, mowing, and general maintenance expenses. Additional operating
expenditures are estimated to be approximately than $10,000 per year.
Useful Life 40 Years
Project Name Hwy 6 Trail - Broadway to Fairmeadows
Category Parks Maintenance
Type One Phase
Total Project Cost:$3,900,000
Contact Kent Ralston
Department PARKS & RECREATION
MATCH %VARIES
GRANTEE TRAILS GRANT
TIF DISTRICT None
PLAN Bike Master Plan
Status Active
Total20212022202320242025Expenditures
400,000400,000PLANNING/DESIGN
3,500,0003,500,000CONSTRUCTION
400,000 3,500,000 3,900,000Total
Total20212022202320242025Funding Sources
500,000500,000FEDERAL GRANTS
700,000700,000GO BONDS-GENERAL
PURPOSE
2,700,0002,700,000OTHER STATE GRANTS
3,900,000 3,900,000Total
514
Description
Replace City Park Pool with new outdoor swimming pool and bathhouse.
Project #R4229
Priority Efficiency Improvement (3)
Justification
City Park Pool is an Iowa City landmark and tradition. However, due to its advancing age it will need to be replaced with a more modern facility.
Budget Impact/Other
This project will increase annual operating expenditures for insurance and utilities, but will also require lower maintenance and upkeep. The net increase in
operating expenditures is estimated between $15,000 and $25,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 40 Years
Project Name City Park Pool Replacement
Category Recreation
Type One Phase
Total Project Cost:$6,000,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Recreation Master Plan
Status Active
Total20212022202320242025Expenditures
500,000100,000 400,000PLANNING/DESIGN
5,000,0005,000,000CONSTRUCTION
500,000500,000CONTINGENCY
100,000 5,900,000 6,000,000Total
Total20212022202320242025Funding Sources
6,000,0006,000,000GO BONDS-GENERAL
PURPOSE
6,000,000 6,000,000Total
515
Description
Renovate splash pads at Wetherby Park (2023) and Fairmeadows Park (2025) with new features which will replace the current features, but not change the
underground infrastructure.
Project #R4230
Priority Essential (2)
Justification
Wetherby Park and Fairmeadows Park splash pads have aging equipment and spray features.
Budget Impact/Other
These renovations will have a negligible impact on the operating budget.
Useful Life 20 years
Project Name Splash Pad Improvements
Category Recreation
Type Multi-Phase
Total Project Cost:$100,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Recreation Master Plan
Status Active
Total20212022202320242025Expenditures
10,00010,000PLANNING/DESIGN
90,00090,000CONSTRUCTION
100,000 100,000Total
Total20212022202320242025Funding Sources
100,000100,000GENERAL FUND
100,000 100,000Total
516
Description
Upgrade or add Building Automation Systems (BAS) for multiple municipal structures: Senior Center ($159,477.00), Fire Station #4 ($46,709), Fire Station #2
($29,348) and Animal Care and Adoption Center ($30,000). This will include panel upgrades to current controls software, field devices to be compatible with new
controls, installation of new controllers, VFDs, perimeter heat temp sensors, gas CO and NO@ compatible sensors, DDC programming and pathways for conduit,
cables & wired per current code.
Project #R4332
Priority Efficiency Improvement (3)
Justification
The building controls in the facilities need to be updated to work with the current BAS software system. Systems like Senior Center is dated and no longer
servicable without a technician from out of state. Fire Stations 2 & 4 need to be updated so that geothermal systems and HVAC systems run efficiently, and can be
controlled remotely by maintenance staff. The original platform for equipment have not had system updates and/or are different dated systems and do not
communicate with the current Niagara BAS software. Also, these building HVAC and geothermal systems will be more efficiently managed and will have reduced
energy use and costs with new software and system updates. Three of the four facilities are 24 hr operations, and system upgrades are critical for effective
operations.
Budget Impact/Other
This project will significantly reduce operating costs and energy consumption in multiple facilities. Typical average annual energy savings on projects of this type
range 8-12% of the cost of the project. Estimated savings is $30,000 per year.
Useful Life 15 years
Project Name Upgrade Building BAS Controls
Category Parks Administration
Type Multi-Phase
Total Project Cost:$835,000
Contact Kumi Morris
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
25,00025,000PLANNING/DESIGN
260,000260,000CONSTRUCTION
2,0002,000ADMINISTRATION
13,00013,000CONTINGENCY
300,000 300,000Total
Prior
535,000
Total
Total20212022202320242025Funding Sources
300,000300,000GO BONDS-GENERAL
PURPOSE
300,000 300,000Total
Prior
535,000
Total
517
Description
Funding to develop a new neighborhood park in an emerging or underserved location. The City owns several parcels designated for parks and developments are
completed.
Project #R4346
Priority Essential (2)
Justification
The 2017 Park Master plan points to a districts with deficiencies in park land. This project will be designed to develop a new neighborhood park in a growing or
underserved neighborhood as the opportunity becomes available.
Budget Impact/Other
This project will increase operating expenditures due to the addition of new park amenities and finished park land. The estimated increase in operating
expenditures is $20,000 per year.
Useful Life 20 years
Project Name Palisades or Stone Bridge Park Development
Category Parks Maintenance
Type One Phase
Total Project Cost:$700,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20212022202320242025Expenditures
60,00030,000 30,000PLANNING/DESIGN
600,000300,000 300,000CONSTRUCTION
10,0005,000 5,000INSPECTION
10,0005,000 5,000ADMINISTRATION
20,00010,000 10,000CONTINGENCY
350,000 350,000 700,000Total
Total20212022202320242025Funding Sources
700,000350,000 350,000GO BONDS-GENERAL
PURPOSE
350,000 350,000 700,000Total
518
Description
Build picnic shelter, playground, accessible paths and parking at Chadek Green Park community gardens.
Project #R4350
Priority Essential (2)
Justification
Chadek Green community gardens are heavily used. There are no facilities in this park. The 2017 Park Master Plan recommends this project to address park need
in the Central District.
Budget Impact/Other
This project will increase the annual operating expenditures due to the additional restroom, shelter and playground. The estimated increase is less than $10,000 per
year.
Useful Life 20 years
Project Name Chadek Green Park Playground and Shelter
Category Parks Maintenance
Type One Phase
Total Project Cost:$350,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20212022202320242025Expenditures
60,00060,000PLANNING/DESIGN
250,000250,000CONSTRUCTION
10,00010,000INSPECTION
30,00030,000CONTINGENCY
60,000 290,000 350,000Total
Total20212022202320242025Funding Sources
350,000350,000GO BONDS-ESSENTIAL
PURPOSE
350,000 350,000Total
519
Description
This project is planning for renovations for the City's recreation enters: Robert A. Lee (RALRC) and Mercer Pool/Scanlon Gym.
2022 - Merce/Scanlon: outdoor entry, lighting and parking lot resurfacing; 2023 - Upper Level RALRC: ADA compliant single user public restrooms, ADA
compliant offices, door and signage needs. Catering kitchen to be relocated to the Social Hall. 2024 - RALRC: renovate Lower Level locker rooms. 2025 -
Mercer/Scanlon: renovate lobby, restrooms, and meeting rooms. Future: Renovate Mercer/Scanlon locker rooms
Project #R4351
Priority Critical (1)
Justification
Presently there are critical and public use areas of the recreation facilities do not meet the current ADA standards. Parts of the facilities are still operating from their
original design. These improvements will update and bring the facilities into closer compliance with ADA requirements and improve operational efficiencies in
their use for both the public and the staff. These recommendations were cited in the 2012 Space Needs Study and Master Plan and the Facility ADA study.
Budget Impact/Other
This project would reduce maintenance and repair expenditures due to the replacement of older infrastructure. The estimated annual reduced operating expenditures
is less than $10,000 per year.
Useful Life 25 years
Project Name Recreation Center Improvements
Category Recreation
Type Multi-Phase
Total Project Cost:$1,000,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Facilities Master Plan
Status Active
Total20212022202320242025Expenditures
50,00025,000 25,000PLANNING/DESIGN
850,000425,000 425,000CONSTRUCTION
50,00025,000 25,000ADMINISTRATION
50,00025,000 25,000CONTINGENCY
500,000 500,000 1,000,000Total
Total20212022202320242025Funding Sources
1,000,000500,000 500,000GO BONDS-GENERAL
PURPOSE
500,000 500,000 1,000,000Total
520
Description
Ecological restoration work in phase 1. Adds picnic shelter, small playground, park sign and access paths to Whispering Meadows Park in phase 2.
Project #R4357
Priority Essential (2)
Justification
The 2017 Park Master Plan priorities this project as the South District is in need of additional small play areas.
Budget Impact/Other
This will be an addition of park amenities. Maintenance and operation will need to be absorbed into current park staff duties. Estimated impact on operating
expenditures is less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 20 years
Project Name Whispering Meadows Park Eco Restore & Park Imprv
Category Parks Maintenance
Type Multi-Phase
Total Project Cost:$250,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE REAP
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20212022202320242025Expenditures
20,00010,000 10,000PLANNING/DESIGN
215,00090,000 125,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
10,00010,000CONTINGENCY
100,000 150,000 250,000Total
Total20212022202320242025Funding Sources
10,00010,000GENERAL FUND
150,000150,000GO BONDS-ESSENTIAL
PURPOSE
90,00090,000OTHER STATE GRANTS
100,000 150,000 250,000Total
521
Description
This project will demolish six picnic shelters and one restroom in Lower City Park and replace these with one large and two small shelters and restroom facility.
The remaining facilities will be in locations outlined in Lower City Park Master Plan.
Project #R4358
Priority Essential (2)
Justification
The shelters and restrooms in Lower City Park are quickly reaching the end of their serviceable life. Some are in areas that are prone to regular flooding. This
project follows recommendations of the 2016 Lower City Park Master Plan and 2017 Park Master Plan while repositioning and resizing the shelters to meet current
and future use patterns.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Lower City Park Shelters & Restroom Replacement
Category Parks Maintenance
Type One Phase
Total Project Cost:$600,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Lower City Park Master Plan
Status Active
Total20212022202320242025Expenditures
50,00050,000PLANNING/DESIGN
490,000490,000CONSTRUCTION
10,00010,000INSPECTION
50,00050,000CONTINGENCY
600,000 600,000Total
Total20212022202320242025Funding Sources
600,000600,000GO BONDS-ESSENTIAL
PURPOSE
600,000 600,000Total
522
Description
Renovate Nature Play Area, replace shelter, add accessible paths and opportunities for creek access at Kiwanis Park.
Project #R4359
Priority Essential (2)
Justification
Kiwanis playground was installed in 1999. The 2017 Park Master Plan prioritizes renovation of the nature play area, shelter and accessible paths.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Kiwanis Park Playground & Shelter Renovation
Category Parks Maintenance
Type One Phase
Total Project Cost:$370,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20212022202320242025Expenditures
30,00030,000PLANNING/DESIGN
300,000300,000CONSTRUCTION
5,0005,000INSPECTION
5,0005,000ADMINISTRATION
30,00030,000CONTINGENCY
370,000 370,000Total
Total20212022202320242025Funding Sources
370,000370,000GO BONDS-ESSENTIAL
PURPOSE
370,000 370,000Total
523
Description
This project will renovate and enhance fields 5-8 at the Napoleon Park Softball Complex. The project will include the laser grading infields, the addition of
drainage tile, and new outfield turf.
Project #R4362
Priority Efficiency Improvement (3)
Justification
In 2013 we completed this process on fields 1-4 at Napoleon. Fields 5-8 currently have water retention and playbility issues that present maintenance and play
challenges thus limiting their use.
Budget Impact/Other
The operating budget for this facility will remain the same.
Useful Life 10 years
Project Name Napoleon Park Softball Fields 5-8 Renovation
Category Parks Maintenance
Type One Phase
Total Project Cost:$450,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
50,00050,000PLANNING/DESIGN
380,000380,000CONSTRUCTION
5,0005,000INSPECTION
15,00015,000CONTINGENCY
450,000 450,000Total
Total20212022202320242025Funding Sources
450,000450,000GO BONDS-GENERAL
PURPOSE
450,000 450,000Total
524
Description
In 2023, a Upper City Park master plan will be developed. In 2024, Upper City Park improvements will be constructed which may include demolition of four picnic
shelters and one restroom in Upper City Park and replacement with one large and two small shelters and restroom facility.
Project #R4363
Priority Essential (2)
Justification
The shelters and restrooms in Upper City Park are quickly reaching the end of their serviceable life. This project follows recommendations of the 2017 Park Master
Plan while repositioning and resizing the shelters to meet current and future use patterns.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Upper City Park Master Plan and Improvements
Category Parks Maintenance
Type One Phase
Total Project Cost:$700,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20212022202320242025Expenditures
150,000100,000 50,000PLANNING/DESIGN
490,000490,000CONSTRUCTION
5,0005,000INSPECTION
5,0005,000ADMINISTRATION
50,00050,000CONTINGENCY
100,000 600,000 700,000Total
Total20212022202320242025Funding Sources
100,000100,000GENERAL FUND
600,000600,000GO BONDS-ESSENTIAL
PURPOSE
100,000 600,000 700,000Total
525
Description
Replace picnic shelter and restrooms at Conklin Street entrance to Hickory Hill Park.
Project #R4365
Priority Essential (2)
Justification
The rest rooms and shelter at this location were noted as poor condition with a number of accessibility concerns in the restrooms by the 2017 Park Master Plan. The
plan recommended replacement of these facilties. This also follows recommendations of the 2016 Hickory Hill Park Master Plan.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Hickory Hill Park Conklin St Shelter & Restrooms
Category Parks Maintenance
Type One Phase
Total Project Cost:$245,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20212022202320242025Expenditures
20,00020,000PLANNING/DESIGN
200,000200,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
20,00020,000CONTINGENCY
245,000 245,000Total
Total20212022202320242025Funding Sources
245,000245,000GO BONDS-ESSENTIAL
PURPOSE
245,000 245,000Total
526
Description
Replace playground and add picnic shelter, park sign and creek access at Glendale Park. Add concrete paths for increased accessibility.
Project #R4366
Priority Essential (2)
Justification
The play area lacks accessible paths and safety surface. The 2017 Park Master Plan recommends replacement with a further recommendation to enhance access to
Ralston Creek for nature play.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Glendale Park Shelter & Playground Replacement
Category Parks Maintenance
Type One Phase
Total Project Cost:$275,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20212022202320242025Expenditures
17,50017,500PLANNING/DESIGN
235,000235,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
17,50017,500CONTINGENCY
275,000 275,000Total
Total20212022202320242025Funding Sources
275,000275,000GO BONDS-ESSENTIAL
PURPOSE
275,000 275,000Total
527
Description
Replace playground and two picnic shelters at Court Hill Park. Project also adds concrete paths for increased accessibility and additional opportunities for creek
access.
Project #R4368
Priority Essential (2)
Justification
The playground and shelter were installed in 1994 and are nearing the end of their servicable life. The play area lacks accessible paths and safety surface. The 2017
Park Master Plan recommends replacement. This park also presents opportunities to provide access to Ralston Creek for play and exploration.
Budget Impact/Other
This project will sligtly increase park maintenance need through the addition of park amenities. The estimate increase on operating expenditures is less than
$10,000 per year.
Useful Life 20 years
Project Name Court Hill Park Shelter & Playground Replacement
Category Parks Maintenance
Type One Phase
Total Project Cost:$400,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20212022202320242025Expenditures
30,00030,000PLANNING/DESIGN
340,000340,000CONSTRUCTION
10,00010,000INSPECTION
20,00020,000CONTINGENCY
400,000 400,000Total
Total20212022202320242025Funding Sources
400,000400,000GO BONDS-ESSENTIAL
PURPOSE
400,000 400,000Total
528
Description
This project would include the replacement of the existing pool filters, the addition of a UV system, and a new pool dehumidification system at the Robert A. Lee
Recreation Center swimming pool.
Project #R4370
Priority Essential (2)
Justification
The current filters are past there life expectancy and are contributing to water quality issues. The dehumidification system will help with pool comfort level and air
quality. The UV system is an additional disinfectant for pool water and standard for new pools and pool renovations.
Budget Impact/Other
Operating costs should decrease slightly due to better monitoring of pool chemicals and water use from new equipment and software. Expected annual savings is
less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 25 years
Project Name Robert A. Lee Recreation Center Pool Filter & HVAC
Category Recreation
Type One Phase
Total Project Cost:$700,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Facilities Master Plan
Status Active
Total20212022202320242025Expenditures
60,00060,000PLANNING/DESIGN
600,000600,000CONSTRUCTION
40,00040,000CONTINGENCY
60,000 640,000 700,000Total
Total20212022202320242025Funding Sources
700,000700,000GO BONDS-GENERAL
PURPOSE
700,000 700,000Total
529
Description
Playground replacement at Happy Hollow Park.
Project #R4371
Priority Essential (2)
Justification
The playground is scheduled for replacement in the 2017 Park Master Plan due to age and condition.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Happy Hollow Playground Replacement
Category Parks Maintenance
Type One Phase
Total Project Cost:$150,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20212022202320242025Expenditures
5,0005,000PLANNING/DESIGN
130,000130,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
10,00010,000CONTINGENCY
150,000 150,000Total
Total20212022202320242025Funding Sources
150,000150,000GO BONDS-ESSENTIAL
PURPOSE
150,000 150,000Total
530
Description
This project renovates the skate park and adds access paths.
Project #R4372
Priority Essential (2)
Justification
The skatepark is nearing an age where replacement is necessary for it to continue to draw skaters as well as for improved maintenance and safety. This project is
recommended by the 2017 Park Master Plan.
Budget Impact/Other
The budget impact of this project is negligible as it replaces outdated infrastructure and adds a minimal amount of new infrastructure.
Useful Life 20 years
Project Name Terrell Mill Skate Park Redevelopment
Category Parks Maintenance
Type One Phase
Total Project Cost:$600,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20212022202320242025Expenditures
50,00050,000PLANNING/DESIGN
500,000500,000CONSTRUCTION
5,0005,000INSPECTION
5,0005,000ADMINISTRATION
40,00040,000CONTINGENCY
600,000 600,000Total
Total20212022202320242025Funding Sources
600,000600,000GO BONDS-GENERAL
PURPOSE
600,000 600,000Total
Description
Updates to City Park Baseball fields to improve safety, access, playability and appearance of complex. Laser grading of all fields, upgrading outfield fences on
three fields, dugout upgrades for three fields. May also include upgrade to LED lighting, shade structures for bleachers, and new batting cages.
Project #R4373
Priority Efficiency Improvement (3)
Justification
These improvements are needed to allow for continued use of the City Park baseball fields.
Budget Impact/Other
The impact on the operating budget should be negligible.
Useful Life 15 years
Project Name City Park Ball Field Improvements
Category Parks Maintenance
Type Multi-Phase
Total Project Cost:$325,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
175,000175,000CONSTRUCTION
175,000 175,000Total
Prior
150,000
Total
Total20212022202320242025Funding Sources
175,000175,000GENERAL FUND
175,000 175,000Total
Prior
150,000
Total
531
Description
First phase will implement field playability enhancements, safety improvements, and increased accessibility. The second phase will include new fence lines, shade
structures and complex amenities. This includes the concession area, entrance and plaza area.
Project #R4374
Priority Efficiency Improvement (3)
Justification
Hitchcock Design has been contracted to evaluate the complex for draining, safety and access priorities. Mercer Park Ball Diamond 1 is the premier large field in
our system. It is used primarily by City High for varsity baseball and adult baseball league rentals. The proposed improvements will improve field drainage, player
safety, and accessibility limitations.
Budget Impact/Other
The conversion to synthetic turf would decrease continuing maintenance costs and allow for increased play through a longer season. The effect on the operating
budget would be positive, and is expected to be between $10,000 and $20,000 per year.
Useful Life 15 years
Project Name Mercer Park Ball Diamond Improvements
Category Parks Maintenance
Type Multi-Phase
Total Project Cost:$1,100,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %VARIES
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
55,00035,000 20,000PLANNING/DESIGN
860,000700,000 160,000CONSTRUCTION
45,00035,000 10,000ADMINISTRATION
40,00030,000 10,000CONTINGENCY
800,000 200,000 1,000,000Total
Prior
100,000
Total
Total20212022202320242025Funding Sources
300,000100,000 200,000GENERAL FUND
700,000700,000GO BONDS-GENERAL
PURPOSE
800,000 200,000 1,000,000Total
Prior
100,000
Total
532
Description
Replace playground and one shelter, and adds additional access paths from street and sidewalk.
Project #R4375
Priority Essential (2)
Justification
Project is prioritized in the 2017 Park Master Plan based on age and condition of current structures.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Hunter's Run Park Playground & Shelter
Category Parks Maintenance
Type One Phase
Total Project Cost:$250,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20212022202320242025Expenditures
25,00025,000PLANNING/DESIGN
200,000200,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
20,00020,000CONTINGENCY
250,000 250,000Total
Total20212022202320242025Funding Sources
250,000250,000GO BONDS-ESSENTIAL
PURPOSE
250,000 250,000Total
533
Description
The project includes approximately 0.8 miles of 10-foot wide trail along the south side of Hwy 6, from Fairmeadows Boulevard to Heinz Road.
Project #R4376
Priority Essential (2)
Justification
This trail segment has been identified as a priority in a number of City of Iowa City planning efforts and is a prioritized in‐fill section, which address a gap in the
City of Iowa City’s side path network. A side path is necessary in this area due to the high volume and high speeds of vehicular traffic on Highway 6.
Budget Impact/Other
This project will add trail to the Parks & Recreation Department snow plowing, mowing, and general maintenance expenses. Additional operating expenditures are
estimated to be less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 40 Years
Project Name Hwy 6 Trail - Fairmeadows to Heinz
Category Parks Maintenance
Type One Phase
Total Project Cost:$600,000
Contact Jason Havel
Department PARKS & RECREATION
MATCH %30%
GRANTEE TRAILS GRANT
TIF DISTRICT None
PLAN Bike Master Plan
Status Active
Total20212022202320242025Expenditures
418,000418,000CONSTRUCTION
21,00021,000INSPECTION
21,00021,000ADMINISTRATION
50,00050,000CONTINGENCY
510,000 510,000Total
Prior
90,000
Total
Total20212022202320242025Funding Sources
162,000162,000GO BONDS-GENERAL
PURPOSE
438,000438,000OTHER STATE GRANTS
600,000 600,000Total
534
Description
On-going repairs and improvements at Terry Trueblood Lodge, Terry Trueblood concession building and Ashton House Event Facility. Exterior staining of TTRA
Lodge & Concession buildings, BAS replacement Ashton & TTRA, Audio Visio Equipment Upgrades.
Project #R4381
Priority Essential (2)
Justification
These facilities are maintained for city events and private event rentals. Renovations are needed as they buildings age.
Budget Impact/Other
This project should have a minimal impact on the annual operating budget.
Useful Life 20 years
Project Name Event Facility Improvements
Category Parks Maintenance
Type One Phase
Total Project Cost:$250,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
25,00025,000PLANNING/DESIGN
200,000200,000CONSTRUCTION
5,0005,000ADMINISTRATION
20,00020,000CONTINGENCY
250,000 250,000Total
Total20212022202320242025Funding Sources
250,000250,000GENERAL FUND
250,000 250,000Total
535
Description
Build off-road "single track" trail course for biking on site recently acquired from Elks Golf Course.
Project #R4382
Priority Non-essential (5)
Justification
Bicycling is a growing activity in the area. This course will provide area for new off-road cyclists to learn the sport and more experienced bicyclist to practice and
compete. This supports the 2017 Park Master Plan which has a goal that all Iowa City children learn bicycle skills and add the growing collection of similar
facilities in the region acting as a tourist destination.
Budget Impact/Other
Facility will require maintenance similar to other trails and disc golf areas. No new staff are anticipated. Estimated annual maintenance costs are less than $10,000
per year.
Useful Life 20 years
Project Name Off Road Bike Trail Development
Category Parks Maintenance
Type One Phase
Total Project Cost:$180,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
15,00015,000PLANNING/DESIGN
150,000150,000CONSTRUCTION
5,0005,000INSPECTION
10,00010,000CONTINGENCY
180,000 180,000Total
Total20212022202320242025Funding Sources
180,000180,000GENERAL FUND
180,000 180,000Total
536
Description
Replacement of the Ped Mall playground and poured in place safety surface.
Project #R4383
Priority Critical (1)
Justification
The Ped Mall playground is quickly nearing the end of its useful life. Replacements parts are being discontinued making component repairs and replacements
difficult.
Budget Impact/Other
This project will not have an impact on the operating budget.
Useful Life 20 years
Project Name Pedestrian Mall Playground
Category Parks Maintenance
Type One Phase
Total Project Cost:$400,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT City-University
PLAN None
Status Active
Total20212022202320242025Expenditures
20,00020,000PLANNING/DESIGN
350,000350,000CONSTRUCTION
10,00010,000INSPECTION
20,00020,000CONTINGENCY
400,000 400,000Total
Total20212022202320242025Funding Sources
400,000400,000GO BONDS-ESSENTIAL
PURPOSE
400,000 400,000Total
Description
This project replaces the playground at Benton HIll Park. Site constraints keep this as a smaller piece of equipment.
Project #R4384
Priority Essential (2)
Justification
Playground replacement following Park Master Plan. Playground reaching end of servicable life.
Budget Impact/Other
No impact on operating budget as this replaces current infrastructure.
Useful Life 20 years
Project Name Benton Hills Playground Replacement
Category Parks Maintenance
Type One Phase
Total Project Cost:$135,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20212022202320242025Expenditures
5,0005,000PLANNING/DESIGN
125,000125,000CONSTRUCTION
5,0005,000CONTINGENCY
135,000 135,000Total
Total20212022202320242025Funding Sources
135,000135,000GO BONDS-ESSENTIAL
PURPOSE
135,000 135,000Total
537
Description
This project replaces the playground at College Green Park.
Project #R4385
Priority Essential (2)
Justification
Playground replacement following Park Master Plan. Playground reaching end of servicable life.
Budget Impact/Other
No impact on operating budget as this replaces current infrastructure.
Useful Life 20 years
Project Name College Green Park Playground
Category Parks Maintenance
Type One Phase
Total Project Cost:$400,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20212022202320242025Expenditures
25,00025,000PLANNING/DESIGN
350,000350,000CONSTRUCTION
25,00025,000CONTINGENCY
400,000 400,000Total
Total20212022202320242025Funding Sources
400,000400,000GO BONDS-ESSENTIAL
PURPOSE
400,000 400,000Total
Description
Several of the asphalt drives and parking lots throughout the park system are in need of replacement. They are not covered by other City overlay projects. The lots
to be repaired are the Park Maintenance Shop lot and the Mercer Park parking lots.
Project #R4386
Priority Essential (2)
Justification
These parking lots and drives have severely deteriorated asphalt.
Budget Impact/Other
There will not be an impact on the operating budget from this project.
Useful Life 25 years
Project Name Park Facility Parking Lot Overlay
Category Parks Maintenance
Type One Phase
Total Project Cost:$200,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
200,000200,000CONSTRUCTION
200,000 200,000Total
Total20212022202320242025Funding Sources
200,000200,000GO BONDS-ESSENTIAL
PURPOSE
200,000 200,000Total
538
Description
The Willow Creek trail spanning 0.8 miles from Benton St to Willow Creek Dr including a spur of the trail connecting to Aber Ave is in need of replacement.
Project #R4387
Priority Essential (2)
Justification
This trail is crumbling in many locations and will soon be unsafe to use. Patching has occurred as a temporary fix but a complete replacement is necessary. Project
request includes 10 ft wide concrete trail on the same footprint as the existing .8 mile trail. Cost estimate mirrors estimate for construction of Hwy 6 trail section
from Fairmeadows to Heinz because it is the same length.
Budget Impact/Other
This project will slightly lower the operating budget to less maintenance and upkeep from replacing older infrastructure with newer infrastructure. The esimated
annual cost savings is less than $10,000.
Useful Life 20 years
Project Name Willow Creek Trail Replacement
Category Parks Maintenance
Type One Phase
Total Project Cost:$575,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20212022202320242025Expenditures
65,00065,000PLANNING/DESIGN
418,000418,000CONSTRUCTION
21,00021,000INSPECTION
21,00021,000ADMINISTRATION
50,00050,000CONTINGENCY
575,000 575,000Total
Total20212022202320242025Funding Sources
575,000575,000GO BONDS-GENERAL
PURPOSE
575,000 575,000Total
539
Description
Update elevators in City Hall, Senior Center, Robert A. Lee Recreation Center with ADA operating system improvements including braille and visible and verbal
signals to indicate which elevator car is available, its direction, and when it has reached a designated floor.
Project #R4388
Priority Critical (1)
Justification
Presently these elevators do not meet the current ADA standards. These recommendations were cited in the 2012 Space Needs Study and Master Plan and the
Facility ADA study.
Budget Impact/Other
This project will lower annual operating expenditures due to the replacement of older equipment with new equipment. The estimated annual savings is less than
$10,000 per year.
Useful Life 10 years
Project Name ADA Elevator Improvements
Category Parks Administration
Type One Phase
Total Project Cost:$250,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Facilities Master Plan
Status Active
Total20212022202320242025Expenditures
50,00050,000PLANNING/DESIGN
200,000200,000CONSTRUCTION
50,000 200,000 250,000Total
Total20212022202320242025Funding Sources
250,00050,000 200,000GENERAL FUND
50,000 200,000 250,000Total
Description
Acquisition and purchase of an Evidence Management System that will enhance the efficiency and acccuracy of submitting, cataloging, retrieving and distributing
digital evidence.
Project #Y4446
Priority Efficiency Improvement (3)
Justification
Currently evidence photographs/videos must be cataloged on paper, transferred to DVD disks and submitted to evidence for storage. Upon request for
viewing/copies to attorneys these disks must be located, replicated and distributed, a very time consuming and antiquated process by today's standards. This new
system that will allow upload directly into the system, create photo logs and associated information and file it under the proper incident number for ease of retrieval
while maintaining high security, making the entire department efficient.
Budget Impact/Other
This system will save much time for the officers submitting evidence to the property room managers retrieving the evidence. This project will also require $3,500
annual license fee. The project is estimated to reduce annual operating expenditures by $5,000 to $10,000 due to reduced staff time.
Useful Life 10 years
Project Name Digital Photo Evidence Management
Category Police
Type One Phase
Total Project Cost:$125,000
Contact Jody Matherly
Department POLICE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
125,000125,000EQUIPMENT
125,000 125,000Total
Total20212022202320242025Funding Sources
125,000125,000GENERAL FUND
125,000 125,000Total
540
Description
This project provides a natural gas generator at the Animal Shelter which would be able to provide a safe and comfortable enviroment for the animals during any
kind of power outage.
Project #Y4447
Priority Essential (2)
Justification
Currently the Animal Center loses the abliity to provide heat or cooling during any kind of power outage. The Animal Center was built to be climate controlled
which does not allow us to have any possiblity to open any of the windows. Some rooms with animals have no ability to have access to outside air. Extended periods
of time exposed to extreme heat or cold has the potential to cause physical distress and/or death to an animal.
Budget Impact/Other
This project would increase the operating budget due to maintenance and inspection costs of the generator. The estimated annual increase in operating expenditures
is less than $5,000.
Useful Life 25 years
Project Name Animal Shelter Standy Generator
Category Police
Type One Phase
Total Project Cost:$108,500
Contact Denise Brotherton
Department POLICE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
10,00010,000PLANNING/DESIGN
98,50098,500CONSTRUCTION
108,500 108,500Total
Total20212022202320242025Funding Sources
108,500108,500GENERAL FUND
108,500 108,500Total
541
Description
The project consists of creating a Landfill Master Plan in 2021 and the design and replacement of the landfill equipment storage buildings, currently known as
buildings A and B, in 2022 and 2023. The Master Plan component will determine where on the site the new building will be constructed in addition to assessing
overall traffic flow, potential compost facility changes and potential methane use infrastructure locations.
Project #L3328
Priority Essential (2)
Justification
These buildings are in poor condition and can not currently fit our equipment in them. This leaves our equipment exposed to the elements causing unnecessary
wear and excessive downtime.
Budget Impact/Other
The new building will be more energy efficient, allow for better equipment maintenance and accommodate storing landfill equipment indoors. A potential new
traffic pattern could allow for more customers and quicker, more efficient transactions. The net decrease in estimated annual expenditures is less than $10,000 per
year.
Useful Life 30 Years
Project Name Landfill Equipment Building Replacement
Category Landfill
Type One Phase
Total Project Cost:$1,250,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Facilities Master Plan
Status Active
Total20212022202320242025Expenditures
250,000150,000 100,000PLANNING/DESIGN
950,000950,000CONSTRUCTION
50,00050,000CONTINGENCY
150,000 100,000 1,000,000 1,250,000Total
Total20212022202320242025Funding Sources
1,250,000150,000 100,000 1,000,000LANDFILL FUND
150,000 100,000 1,000,000 1,250,000Total
542
Description
The landfill six-acre compost pad will be backfilled in multiple areas to fill large pits. An asphalt layer will be added to cover the rock and a seal coat will be
applied to prevent liquids from seeping. A seal coat will be added to cover the raw millings on the eastern half of the pad that has not been sealed in the past.
Project #L3333
Priority Essential (2)
Justification
The landfill six-acre compost pad and wood processing pad is in need of significant repair. Deferred maintenance over many years has resulted in the need for repair
to ensure customer safety and regulatory compliance. The pad must meet the Iowa Department of Natural Resources' requirements for impermeability and for
stormwater control.
Budget Impact/Other
An improved surface will reduce equipment repair costs and reduce customer safety issues/potential liability claims. The estimated annual savings is less than
$10,000 per year.
Useful Life 20 years
Project Name Compost Pad Improvements
Category Landfill
Type One Phase
Total Project Cost:$330,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
30,00030,000PLANNING/DESIGN
300,000300,000CONSTRUCTION
30,000 300,000 330,000Total
Total20212022202320242025Funding Sources
330,00030,000 300,000LANDFILL FUND
30,000 300,000 330,000Total
543
Description
A new drop-off site near Sturgis Ferry Park will require several acres of paving, stormwater infrastructure, one material compactor with electrical infrastructure, new
roll-off containers, fencing, lighting, signage and landscaping. The project will also include infrastructure to provide compost and wood chips as currently are
available at the East Side Recycling Center. Improvements will include basic amenities for cyclists and park users. Some containers from the previous site will be
repurposed at this site.
Project #L3334
Priority Efficiency Improvement (3)
Justification
Changes outside of the City's control to recycling sites have heightened the need for a new south side recycling site. In 2018, a fire at the privately-owned Benton
Street site reduced public options for recycling and in 2020, the City was asked to vacate the North Dodge site. The bins were temporarily moved to 1200 S.
Riverside, close to the future location of the new site. This project will allow for a more efficient operation (a cardboard compactor will be installed) and significant
fuel savings sooner.
Budget Impact/Other
The site will be serviced by existing Resource Management staff and equipment. The impact on the operating budget will be negligible.
Useful Life 20 years
Project Name South Side Recycling Site
Category Landfill
Type One Phase
Total Project Cost:$620,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
50,00050,000PLANNING/DESIGN
480,000480,000CONSTRUCTION
10,00010,000ADMINISTRATION
40,00040,000CONTINGENCY
40,00040,000EQUIPMENT
620,000 620,000Total
Total20212022202320242025Funding Sources
620,000620,000GO BONDS-GENERAL
PURPOSE
620,000 620,000Total
544
Description
This project includes the design and installation of an expansion of the Landfill Dual Extraction System, which was originally constructed in 2018. This project will
expand the current system (13 pnuematic pumps and 4 solar pumps) to include pumps in 8-9 additional wells and add SCADA monitoring to the proposed new and
existing pumps.
Project #L3335
Priority Efficiency Improvement (3)
Justification
The expansion of the Landfill's Dual Extraction System will positively impact eight or nine more wells, which have liquid levels that are close to or exceed the
screen within them. Having high liquid levels limits or prevents gas from being able to be pulled from those wells. Expansion of the Dual Extraction System will
allow landfill operators to better control leachate and gas management onsite. This will enhance operator functionality and reduce manual labor time. Adding
SCADA greatly improves monitoring capabilities and efficiencies for landfill staff.
Budget Impact/Other
Adding SCADA monitoring to the new and existing pumps will increase staff efficiency by allowing central monitoring., but but the annual savings are expected to
be less than $10,000 per year.
Useful Life 20 years
Project Name Landfill Dual Extraction System Expansion
Category Landfill
Type One Phase
Total Project Cost:$600,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
55,00055,000PLANNING/DESIGN
485,000485,000CONSTRUCTION
50,00050,000INSPECTION
10,0005,000 5,000ADMINISTRATION
60,000 540,000 600,000Total
Total20212022202320242025Funding Sources
600,00060,000 540,000LANDFILL FUND
60,000 540,000 600,000Total
545
Description
This project allows for the purchase of two fully automated packer trucks for curbside collections to support a third organics collection route. With the distribution
of recycling carts to most households and organics carts to a growing number of households, a fully automated truck can now be efficiently utilized on any route and
would allow for flexibility of staff and equipment.
Project #L3337
Priority Critical (1)
Justification
With recent changes and promotion of the organics collection program, tonnages collected at the curb have more than doubled over the past three years (142
tons/month in 2017 to 315 tons/month in 2020 not including the derecho). An additional fully automated packer truck would allow for the addition of an organics
route; currently there are 4 daily trash routes, 5 daily recycling routes and 2 daily organics routes. One staff person could run any collection route faster and more
efficiently than the current semi-automated recycling and organics trucks.
Budget Impact/Other
The trucks will require additional replacement charges, fuel, and insurance. The estimated annual increase in operating expenditures is $50,000 to $100,000.
Useful Life 7 years
Project Name Fully Automated Curbside Collections Truck
Category Refuse Operations
Type One Phase
Total Project Cost:$550,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
550,000550,000EQUIPMENT
550,000 550,000Total
Total20212022202320242025Funding Sources
550,000550,000REFUSE COLLECTION FUND
550,000 550,000Total
546
Description
This project includes the preliminary design and studies, detailed design, construction, construction observation, and regulatory compliance associated with
implementing the next landfill cell.
Project #L3338
Priority Critical (1)
Justification
The current landfilling and compaction rates allows for approximately 6.8 years of capacity in the existing cells. New cells take two to three years to design and
construct.
Budget Impact/Other
Expediting this project will reduce rock purchases, because operations will allow for using existing interior roads and rainy day pads instead of building new. The
annual estimated reduction of expenditures is $25,000 per year.
Useful Life 10 years
Project Name Future Landfill Cell
Category Landfill
Type One Phase
Total Project Cost:$4,060,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
360,000100,000 260,000PLANNING/DESIGN
2,960,0002,960,000CONSTRUCTION
185,000185,000INSPECTION
185,000185,000ADMINISTRATION
370,000370,000CONTINGENCY
100,000 260,000 3,700,000 4,060,000Total
Total20212022202320242025Funding Sources
4,060,000100,000 260,000 3,700,000LANDFILL REPLACEMENT
RESERVE
100,000 260,000 3,700,000 4,060,000Total
547
Description
This project provides for the purchase and installation of a bulk water tank at the landfill.
Project #L3340
Priority Essential (2)
Justification
The tank will help provide the needed volume to ensure the refresh rate of the planned water main and allow for efficient filling of the landfill's tank used for daily
spray cover mixing. In the event of a fire it will also significantly reduce both transportation and fill time for the Fire Department.
Budget Impact/Other
Water costs and maintenance costs will be incurred based on water use. The estimated annual increase in operating expenditures is $10,000 to $15,000.
Useful Life 15 years
Project Name Bulk Water Fill Station
Category Landfill
Type One Phase
Total Project Cost:$175,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
50,00050,000PLANNING/DESIGN
125,000125,000CONSTRUCTION
175,000 175,000Total
Total20212022202320242025Funding Sources
175,000175,000LANDFILL FUND
175,000 175,000Total
Description
This project replaces the existing D7E Caterpillar bulldozer with a D8T Caterpillar bulldozer to improve safety and significantly improve operational efficiency and
compaction due to height of the machine, the weight, effective dozing distance and blade capacity. With Equipment Replacement reserves and trade-in value, the
finances are $425,000 short of the cost of the new machine.
Project #L3341
Priority Critical (1)
Justification
This upgrade allows for safer and more efficient operations. The D7E sits low and regularly gets stuck; this reduces work time for both the D7E and the existing
D8T to pull it out. A D8T is 25,000 pounds heavier, providing better compaction. The D7E has a shorter effective dozing distance; since long pushes are needed
due to flat filloperations; this decreases efficiency significantly and increases the chances of material coming off the side of the blade. The D7E blade capacity is
less than half of the D8T, causing at least twice as many pushes across the cell.
Budget Impact/Other
The increased size of the bulldozer will be more expensive to operate and the replacement costs will increase. The estimated increase in operating expenditures is
$50,000 per year.
Useful Life 15 years
Project Name Bulldozer upgrade
Category Landfill
Type One Phase
Total Project Cost:$425,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
425,000425,000EQUIPMENT
425,000 425,000Total
Total20212022202320242025Funding Sources
175,000175,000LANDFILL FUND
175,000 175,000Total
Prior
250,000
Total
548
Description
This project will decommission and fill the older of two leachate lagoons and clean and repair the newer of the two lagoons.
Project #L3342
Priority Essential (2)
Justification
The older lagoon has not been utilized since 2012 and is not anticipated to be needed due to the newer lagoon's capacity and the ability to direct pipe to the
Wastewater Treatment Plant. The newer lagoon is in need of a clean-out and minor repairs to the liner.
Budget Impact/Other
While difficult to estimate a dollar amount, the removal of the older lagoon could reduce the amount of clean rainwater currently collected and treated as leachate, at
a cost. The estimated reduction in operating expenditures is less than $10,000 per year.
Useful Life 30 Years
Project Name Leachate Lagoon updates
Category Landfill
Type One Phase
Total Project Cost:$150,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
150,000150,000CONSTRUCTION
150,000 150,000Total
Total20212022202320242025Funding Sources
150,000150,000LANDFILL FUND
150,000 150,000Total
549
Description
The project connects existing loops of of gas line infrastructure on the south central end of the landfill (around cell FY09) to improve overall flow; extends the gas
line infrastructure up and around the perimeter of the current cell, FY18; adds vertical collector wells in the existing FY09; and adds horizontal collector lines in the
current FY18 cell to meet regulatory and environmental regulations.
Project #L3343
Priority Critical (1)
Justification
Tying two loops of of the existing gas line infrastructure together and extending the gas line will improve overall flow to increase the gas draw to the flare. This will
allow for better control of landfill gas and reduce the possibility of uncontrolled gas blow-outs in the garbage or dirt cover, reducing potential odor issues and
environmental and regulatory liability.
Budget Impact/Other
This project will increase operating costs due to the expansion of infrastructure. The estimated increase in operating expenditures is less than $10,000 per year.
Useful Life 30 Years
Project Name Landfill Gas Infrastructure Expansion
Category Landfill
Type One Phase
Total Project Cost:$792,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
62,00062,000PLANNING/DESIGN
580,000580,000CONSTRUCTION
31,00031,000INSPECTION
31,00031,000ADMINISTRATION
88,00088,000CONTINGENCY
792,000 792,000Total
Total20212022202320242025Funding Sources
792,000792,000LANDFILL REPLACEMENT
RESERVE
792,000 792,000Total
550
Description
This project will increase the storm sewer capacity on North Westminster Drive and Washington Street.
Project #M3633
Priority Essential (2)
Justification
The North Westminder Drainage Area was studied in response to reported flash flooding near the intersection of North Westminster Street and Washington Street.
The study confirmed that sections of the storm sewer system are inadequate to convey runoff for the City’s current 5-year design storm criteria. Surface flooding at
these two locations can be deep enough to cover the width of the roadway, overtop the curb and flow on to adjacent properties, creating a potential for property
damage and a public safety concern for vehicles.
Budget Impact/Other
Replacing infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less
than $10,000 per year.
Useful Life 50 years
Project Name North Westminster Storm Sewer Upgrades
Category Storm Water
Type One Phase
Total Project Cost:$1,400,000
Contact Ben Clark
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
150,000150,000PLANNING/DESIGN
1,000,0001,000,000CONSTRUCTION
100,000100,000INSPECTION
50,00050,000ADMINISTRATION
100,000100,000CONTINGENCY
150,000 1,250,000 1,400,000Total
Total20212022202320242025Funding Sources
1,400,000150,000 1,250,000STORM WATER FUND
150,000 1,250,000 1,400,000Total
551
Description
This project will modify the top of the vault and hatches in order to accommodate ADA compliant sidewalks. It will also include replacement of the trash rack
screen and other associated pump station components.
Project #M3634
Priority Essential (2)
Justification
The location of the vault and hatches creates a maintenance issue and prohibits the installation of ADA compliant sidewalks. This pump station was installed 36
years ago and some of the components are in need of replacement.
Budget Impact/Other
There is no anticipated impact to the operating budget.
Useful Life 50 years
Project Name Rundell Street Pump Station Vault Modifications
Category Storm Water
Type One Phase
Total Project Cost:$350,000
Contact Ben Clark
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
40,00040,000PLANNING/DESIGN
250,000250,000CONSTRUCTION
25,00025,000INSPECTION
10,00010,000ADMINISTRATION
25,00025,000CONTINGENCY
350,000 350,000Total
Total20212022202320242025Funding Sources
350,000350,000STORM WATER FUND
350,000 350,000Total
552
Description
This project will install storm sewer pipe in an open ditch along the west side of River Street, north of the lower Lincoln School parking lot. A five-foot-wide
compliant sidewalk will replace the existing walk.
Project #M3635
Priority Essential (2)
Justification
The existing open channel storm water drainage ditch is deteriorating and is susceptible to blockage from debris. Utility services have been exposed to the surface
due to erosion along the bottom of the ditch. Further erosion will potentially impact the sidewalk and street. A compliant sidewalk will facilitate pedestrian traffic
to the school.
Budget Impact/Other
There is no anticipated impact to operating budget.
Useful Life 50 years
Project Name River Street Storm Sewer Improvements
Category Storm Water
Type One Phase
Total Project Cost:$850,000
Contact Ben Clark
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
90,00090,000PLANNING/DESIGN
10,00010,000LAND/ROW ACQUISITION
600,000600,000CONSTRUCTION
60,00060,000INSPECTION
30,00030,000ADMINISTRATION
60,00060,000CONTINGENCY
100,000 750,000 850,000Total
Total20212022202320242025Funding Sources
850,000100,000 750,000STORM WATER FUND
100,000 750,000 850,000Total
553
Description
The project will replace aging infrastructure that includes undersized storm sewer.
Project #M3636
Priority Critical (1)
Justification
The existing storm sewer pipe at the west end of Petsel Place has reached the end of its usful life. Additionally, the pipe undersized and the street is susceptible to
nuisance flooding. This project will reconfigure the pavement and storm sewer infrastructure to current standards and will help alleviate nuisance flooding.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
Useful Life 50 years
Project Name Petsel Place Storm Sewer Improvements
Category Storm Water
Type One Phase
Total Project Cost:$331,000
Contact Ben Clark
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
35,00035,000PLANNING/DESIGN
10,00010,000LAND/ROW ACQUISITION
230,000230,000CONSTRUCTION
23,00023,000INSPECTION
10,00010,000ADMINISTRATION
23,00023,000CONTINGENCY
331,000 331,000Total
Total20212022202320242025Funding Sources
331,000331,000STORM WATER FUND
331,000 331,000Total
554
Description
Covered outdoor areas that will allow for improved storage of sand/salt mixture and other materials. These storage areas were originally included in the Public
Works Facility project, but were removed due to budget constraints. The storage areas can also be used to store topsoil for use during construction season.
Project #P3985
Priority Efficiency Improvement (3)
Justification
Storage of the City's sand/salt mixure in a covered location provides several benefits. Covered storage helps to minimize the material getting wet, which can lead to
the salt becoming dissolved and washing down the sewer. During cold weather, the wet material can freeze together in large chunks, making it difficult to load and
spread the material effectively. Covered storage bins also provide flexibility to carry more salt through the summer months, if needed.
Budget Impact/Other
This improvement will increase operating expenditure due to occasional maintenance. The expected increase in expenditures is less than $10,000 per year.
Useful Life 50 years
Project Name Sand/Salt Storage Bunkers
Category Public Works Administration
Type One Phase
Total Project Cost:$410,000
Contact Brock Holub
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
20,00020,000PLANNING/DESIGN
380,000380,000CONSTRUCTION
10,00010,000CONTINGENCY
410,000 410,000Total
Total20212022202320242025Funding Sources
410,000410,000GO BONDS-GENERAL
PURPOSE
410,000 410,000Total
Description
The City's non-public safety radio system is nearing the end of the infrastructure's service life and needs updated to ensure radio communications continue.
Project #P3987
Priority Critical (1)
Justification
Divisions within the City rely on radio communication daily and is critical to our operation. Motorola factory service support for our portable and mobile radios
ended in April 2020, the Motorola Connect Plus system we have has reached end of life and end of support will be in early 2023. Future meetings will be held to
determine if we want to continue to own and maintain our own system or possibly join on the JECC P-25 network.
Budget Impact/Other
This project will have a minimal impact on the operating budget, but it will reduce expenditures slightly due to the replacement of aging equipment. The estimated
annual savings is less than $10,000.
Useful Life 10 years
Project Name Non-Public Safety Radio System Upgrade
Category Equipment
Type One Phase
Total Project Cost:$750,000
Contact Dan Striegel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
750,000750,000CONSTRUCTION
750,000 750,000Total
Total20212022202320242025Funding Sources
750,000750,000EQUIPMENT FUND
750,000 750,000Total
555
Description
This project will reconstruct Melrose Avenue/IWV Road from Highway 218 to Hebl Avenue, and is a joint project between the City of Iowa City and Johnson
County. This project extends City water main along Melrose Avenue/IWV Road, from Slothower Road to Hebl Avenue, and along Hebl Avenue to the Landfill..
Approximately 8,500 feet of water main (400 ft 12" ductile iron and 8,000 feet of 8" PVC).
Project #S3936
Priority Essential (2)
Justification
Melrose Avenue/IWV Road is in poor condition and needs to be reconstructed to current design standards. Currently, the Landfill also does not have access to City
water, and utilizes a well to provide water for the site. The project provides City water to be used for Landfill operations, fire protection and staff use.
Budget Impact/Other
This project is replacing existing infrastructure and should reduce future roadway maintenance costs. This project, however, will increase the city's maintenance
expenditures due to the addition of water main into the system. The net estimated change in operating expenditures is an increase of less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Melrose Avenue Improvements
Category Street Operations
Type One Phase
Total Project Cost:$5,420,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %20%
GRANTEE STP
TIF DISTRICT None
PLAN Transportation Plan
Status Active
Total20212022202320242025Expenditures
4,500,0004,500,000CONSTRUCTION
205,000205,000INSPECTION
55,00055,000ADMINISTRATION
300,000300,000CONTINGENCY
5,060,000 5,060,000Total
Prior
360,000
Total
Total20212022202320242025Funding Sources
930,000930,000FEDERAL GRANTS
1,780,0001,780,000GO BONDS-ESSENTIAL
PURPOSE
1,000,0001,000,000LANDFILL FUND
1,600,0001,600,000OTHER LOCAL
GOVERNMENTS
5,310,000 5,310,000Total
Prior
110,000
Total
556
Description
This project is part of the downtown streetscape master plan. This project reconstructs Dubuque Street from Washington to Iowa Avenue. The project also
improves sidewalk pavement, addresses critical utility updates, and enhances the retail environment with streetscape components. Project also includes alley
improvements, lighting, and wayfinding.
Project #S3939
Priority Critical (1)
Justification
Dubuque Street is an important link in Downtown as is often the entry way for visitors into the area. The project will narrow the road creating a more pedestrian
friendly environment and allowing for enhanced retail areas.
Budget Impact/Other
This project should reduce operating expenditures due to the replacement of infrastructure in poor condition. The anticipated annual savings is less than $10,000
per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Dubuque Street Reconstruction
Category Street Operations
Type One Phase
Total Project Cost:$3,000,000
Contact Geoff Fruin
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT City-University
PLAN Downtown Streetscape Plan
Status Active
Total20212022202320242025Expenditures
300,000300,000PLANNING/DESIGN
2,100,0002,100,000CONSTRUCTION
200,000200,000INSPECTION
400,000400,000CONTINGENCY
300,000 2,700,000 3,000,000Total
Total20212022202320242025Funding Sources
3,000,0003,000,000GO BONDS-ESSENTIAL
PURPOSE
3,000,000 3,000,000Total
557
Description
This project would extend Capitol Street and Kirkwood Avenue as a part of the Riverfront Crossing area improvements. The project also includes replacement of the
12-inch water main on Capitol Street between Benton Street and the railroad to the north, water main improvements at the Benton and Clinton intersection and
removal of the railroad spur across Benton Street.
Project #S3940
Priority Essential (2)
Justification
The extensions of these streets plays an important part in the overall development of the Riverfront Crossings area. It will also improve access and traffic circulation
in this area. This project does not include any costs necessary for property acquisitions.
Budget Impact/Other
Ongoing maintenance of new poles and lighting units. Existing lights are being maintained, and new lights would likely require less maintenance in the future as
compared to the existing lights. Estimated annual operating expenditures are less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Kirkwood Avenue to Capitol Street Connection
Category Street Operations
Type One Phase
Total Project Cost:$3,100,000
Contact Scott Sovers
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverfront Crossings
PLAN Riverfront Crossings Master Pla
Status Active
Total20212022202320242025Expenditures
100,000100,000PLANNING/DESIGN
100,000 100,000Total
Future
3,000,000
Total
Total20212022202320242025Funding Sources
100,000100,000GO BONDS-ESSENTIAL
PURPOSE
100,000 100,000Total
Future
3,000,000
Total
558
Description
This project will reconstruct Court Street from Muscatine Avenue to 1st Avenue.
Project #S3946
Priority Essential (2)
Justification
Court Street is an important collector street that connects the east side of Iowa City to the Downtown area. The project will replace aging street and sidewalk
pavement that is in poor condition and upgrade public utilities as needed.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Court Street Reconstruction
Category Street Operations
Type One Phase
Total Project Cost:$7,100,000
Contact Scott Sovers
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
100,000100,000PLANNING/DESIGN
25,00025,000LAND/ROW ACQUISITION
5,400,0005,400,000CONSTRUCTION
150,000150,000INSPECTION
150,000150,000ADMINISTRATION
500,000500,000CONTINGENCY
125,000 6,200,000 6,325,000Total
Prior
775,000
Total
Total20212022202320242025Funding Sources
6,200,0006,200,000GO BONDS-ESSENTIAL
PURPOSE
6,200,000 6,200,000Total
Prior
900,000
Total
559
Description
This project will include PCC Patching and HMA Overlay of Benton Street from Mormon Trek Boulevard to 150' east of Benton Drive. In addition, the project will
include striping bike lanes on Benton Street and updating ADA curb ramps.
Project #S3947
Priority Essential (2)
Justification
Benton Street is an arterial street that extends from Van Buren Street near the downtown area to the west side of Iowa City. The current PCC street has severe
cracking and panel faulting that result in a rough pavement ride. The project will include full depth pavement repair and overlay of the concrete surface with Hot
Mix Asphalt. The project will also upgrade sidewalk curb ramps to current ADA standards.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Benton Street Rehabilitation Project
Category Street Operations
Type One Phase
Total Project Cost:$3,725,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %30%
GRANTEE STP
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
25,00025,000PLANNING/DESIGN
50,00050,000LAND/ROW ACQUISITION
2,900,0002,900,000CONSTRUCTION
100,000100,000INSPECTION
100,000100,000ADMINISTRATION
300,000300,000CONTINGENCY
3,475,000 3,475,000Total
Prior
250,000
Total
Total20212022202320242025Funding Sources
1,315,8601,315,860FEDERAL GRANTS
2,409,1402,409,140GO BONDS-ESSENTIAL
PURPOSE
3,725,000 3,725,000Total
560
Description
Reconstruction of Rochester Avenue from First Avenue to the bridge over Ralston Creek. The project will include new street paving, sidewalk, utility improvements
and other associated work.
Project #S3950
Priority Essential (2)
Justification
Rochester Avenue is an important arterial within Iowa City, and the street pavement is in poor condition. The project will also provide utility upgrades, sidewalk
infill and ADA curb ramp improvements within the project area.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Rochester Ave Reconst- First Ave. to Ralston Creek
Category Street Operations
Type One Phase
Total Project Cost:$6,400,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
5,000,0005,000,000CONSTRUCTION
250,000250,000INSPECTION
250,000250,000ADMINISTRATION
250,000250,000CONTINGENCY
5,750,000 5,750,000Total
Prior
650,000
Total
Total20212022202320242025Funding Sources
5,750,0005,750,000GO BONDS-ESSENTIAL
PURPOSE
5,750,000 5,750,000Total
Prior
650,000
Total
561
Description
This project will study the south Hwy 1/Hwy 6 intersection and provide a functional design for the preferred future improvements.
Project #S3951
Priority Essential (2)
Justification
This area is likely to redevelop in the future, and it is important to have an understanding of the anticipated roadway improvments/needs when considering possible
changes to the surrounding area. This project will also provide a plan for future trail connections and other associated improvements.
Budget Impact/Other
The proposed study and functional design is not expected to have any operating budget impacts.
Useful Life 50 years
Project Name Hwy 1/Hwy 6 Intersection Improvements Study
Category Street Operations
Type One Phase
Total Project Cost:$75,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverside Drive
PLAN None
Status Active
Total20212022202320242025Expenditures
75,00075,000PLANNING/DESIGN
75,000 75,000Total
Total20212022202320242025Funding Sources
75,00075,000GENERAL FUND
75,000 75,000Total
562
Description
Reconstruction of Dodge Street from Governor Street to Burlington Street. This will be a joint project with the DOT, and will include new street pavement,
sidewalk, utility improvements and other associated work.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Project #S3952
Priority Essential (2)
Justification
This section of Dodge Street is in poor condition and requires significant ongoing maintenance. A functional design is currently underway for the project.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Dodge Street Reconstruct - Governor to Burlington
Category Street Operations
Type One Phase
Total Project Cost:$17,117,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %35%
GRANTEE IDOT
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
1,250,0001,250,000PLANNING/DESIGN
50,00050,000LAND/ROW ACQUISITION
13,200,00013,200,000CONSTRUCTION
350,000350,000INSPECTION
350,000350,000ADMINISTRATION
1,800,0001,800,000CONTINGENCY
1,250,000 15,750,000 17,000,000Total
Prior
117,000
Total
Total20212022202320242025Funding Sources
3,750,0003,750,000FEDERAL GRANTS
2,400,0002,400,000GO BONDS-ESSENTIAL
PURPOSE
10,850,0001,000,000 9,850,000OTHER STATE GRANTS
1,000,000 16,000,000 17,000,000Total
Prior
117,000
Total
563
Description
This project will reconstruct Orchard Street from Benton Street to US Highway 1. Project includes 26 foot wide PCC street and a 5 foot wide sidewalk on one side
of the street, new 8" DIP water main from Douglas to US Highway 1 and storm sewer improvements.
Project #S3954
Priority Essential (2)
Justification
Orchard Street is deteriorating beyond the point of rehabilitation and needs to be reconstructed.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Orchard Street Reconstruction
Category Street Operations
Type One Phase
Total Project Cost:$1,210,000
Contact Jason Reichart
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
710,000710,000CONSTRUCTION
90,00090,000INSPECTION
45,00045,000ADMINISTRATION
180,000180,000CONTINGENCY
1,025,000 1,025,000Total
Prior
185,000
Total
Total20212022202320242025Funding Sources
1,210,0001,210,000GO BONDS-ESSENTIAL
PURPOSE
1,210,000 1,210,000Total
564
Description
Reconstruct N. Gilbert Street from Brown Street to the construction limits of the Gateway project just south of Kimball Road. Improvements to include new water
main, sanitary sewer, storm sewer, PCC roadway paving and sidewalks on both sides of the roadway.
Project #S3955
Priority Essential (2)
Justification
Gilbert Street requires full reconstruction at this time. There is no storm sewer between Brown Street and the new intakes installed with the Gateway project.
Sidewalks are located only at the top of the hill, near Brown Street and residents have requested that pedestrian connectivity be provided to them with the roadway
improvements.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name N. Gilbert Street Reconstruction
Category Street Operations
Type One Phase
Total Project Cost:$1,437,000
Contact Melissa Clow
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
150,000150,000PLANNING/DESIGN
50,00050,000LAND/ROW ACQUISITION
800,000800,000CONSTRUCTION
105,000105,000INSPECTION
32,00032,000ADMINISTRATION
300,000300,000CONTINGENCY
200,000 1,237,000 1,437,000Total
Total20212022202320242025Funding Sources
1,437,0001,437,000GO BONDS-ESSENTIAL
PURPOSE
1,437,000 1,437,000Total
565
Description
This project will replace the existing Gilbert Street bridge over Ralston Creek. In addition, the project will include removal and replacement of slope protection,
sidewalk, storm sewer and street pavement, and other related work.
Project #S3956
Priority Critical (1)
Justification
The 2017 Biennial Bridge Inspection Program identified advanced deterioration of the deck and super structure on the Gilbert Street bridge. The Program
recommended the bridge be scheduled for significant repairs or replacement.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Gilbert Street Bridge Replacement
Category Street Operations
Type One Phase
Total Project Cost:$2,000,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
1,615,0001,615,000CONSTRUCTION
55,00055,000INSPECTION
55,00055,000ADMINISTRATION
100,000100,000CONTINGENCY
1,825,000 1,825,000Total
Prior
175,000
Total
Total20212022202320242025Funding Sources
1,000,0001,000,000FEDERAL GRANTS
1,000,0001,000,000GO BONDS-ESSENTIAL
PURPOSE
2,000,000 2,000,000Total
566
Description
Reconstruction of Park Road from Rocky Shore Drive to the west project limits of the Gateway Project, approximately Riverside Drive. This project will include
new street pavement, sidewalk, utility improvements and other associated work.
Project #S3958
Priority Essential (2)
Justification
This section of Park Road is in poor condition and is in need of repair. The City has received numerous complaints about its condition.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Park Road Reconstruct - Rocky Shore to Riverside
Category Street Operations
Type One Phase
Total Project Cost:$6,700,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
650,000650,000PLANNING/DESIGN
50,00050,000LAND/ROW ACQUISITION
5,250,0005,250,000CONSTRUCTION
250,000250,000INSPECTION
250,000250,000ADMINISTRATION
250,000250,000CONTINGENCY
700,000 6,000,000 6,700,000Total
Total20212022202320242025Funding Sources
6,700,000700,000 6,000,000GO BONDS-ESSENTIAL
PURPOSE
700,000 6,000,000 6,700,000Total
567
Description
Reconstruction of Taft Avenue from American Legion Road to Lower West Branch. Design of this project would begin in 2023 with construction in a future year.
Project #S3959
Priority Essential (2)
Justification
The properties west of Taft Avenue between Lower West Branch Road and American Legion Road is now fully developed. With the construction of the new
Hoover School and the upcoming American Legion Road and Scott Boulevard trunk sewer extension projects, the area will likely experience growth in the next five
to ten years necessitating improvements to Taft Avenue.
Budget Impact/Other
This project will add infrastructure into the City which will incrementally increase the City's operating costs. The estimated increase in operating expenditures is
less than $10,000 per year.
Useful Life 50 years
Project Name Taft Avenue Reconstruct - Am Legion to Lwr West Br
Category Street Operations
Type One Phase
Total Project Cost:$11,000,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
1,000,0001,000,000PLANNING/DESIGN
10,000,00010,000,000CONSTRUCTION
1,000,000 10,000,000 11,000,000Total
Total20212022202320242025Funding Sources
2,500,0002,500,000FEDERAL GRANTS
8,500,0001,000,000 7,500,000GO BONDS-ESSENTIAL
PURPOSE
1,000,000 10,000,000 11,000,000Total
Description
Obtain consultant services to perform an alignment study for the Oakdale Boulevard extension east of Highway 1.
Project #S3960
Priority Essential (2)
Justification
This project will conduct an aligment study for the Oakdale Boulevard extension east of Highway 1. The existing alignment study was completed in 2003 and
changes in land use, ownership and travel patterns nessesitate revisting the appropriate alignment for the road extension. This project also meets the Council's
Strategic Plan goal of 'Investing in Public Infrastructure' by initiating a planning effort to prepare for future expansion of a critical public facility.
Budget Impact/Other
This project will not have an impact on the operating budget.
Useful Life 10 years
Project Name Oakdale Blvd Extension - Alignment Study
Category Street Operations
Type Multi-Phase
Total Project Cost:$100,000
Contact Kent Ralston
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Northgate Corporate Park
PLAN Transportation Plan
Status Active
Total20212022202320242025Expenditures
100,000100,000PLANNING/DESIGN
100,000 100,000Total
Total20212022202320242025Funding Sources
100,000100,000GENERAL FUND
100,000 100,000Total
568
Description
The initial phase of this project will be to develop functional design plans for the elevation of Foster Road from No Name Street to Dubuque Street.
Project #S3961
Priority Critical (1)
Justification
Currently Foster Road is the single means of access for the Peninsula neighborhood. When the Iowa River reaches major flood stages, portions of Foster Road
between No Name Street and Dubuque Street become inundated, thus requiring neighborhoods to be evacuated. The intent of this project is to elevate Foster Road
above historic flood levels to maintain access to the Peninsula area.
Budget Impact/Other
This project will not have an impact on the operating budget.
Useful Life 30 Years
Project Name Foster Road Elevation
Category Street Operations
Type Multi-Phase
Total Project Cost:$75,000
Contact Scott Sovers
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
75,00075,000PLANNING/DESIGN
75,000 75,000Total
Total20212022202320242025Funding Sources
75,00075,000GENERAL FUND
75,000 75,000Total
569
Description
The project will involve the construction of sidewalk along Highland Avenue adjacent to 424 Highland Court and 1022 Highland Court.
Project #S3962
Priority Efficiency Improvement (3)
Justification
We received a request from the owner of Whitedog Import Auto Services to install sidewalk along Highland Court adjacent to their property. There is pedestrian use
along Highland Court, but no continuous sidewalk along either side of the street.
Budget Impact/Other
Sidewalks are maintained by the adjoining property owners and will not increase the City's operating budget.
Useful Life 30 Years
Project Name Highland Court Sidewalk Infill Project
Category Street Operations
Type One Phase
Total Project Cost:$55,000
Contact Josh Slattery
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
5,0005,000PLANNING/DESIGN
1,0001,000LAND/ROW ACQUISITION
35,00035,000CONSTRUCTION
5,0005,000INSPECTION
4,0004,000ADMINISTRATION
5,0005,000CONTINGENCY
55,000 55,000Total
Total20212022202320242025Funding Sources
55,00055,000GO BONDS-ESSENTIAL
PURPOSE
55,000 55,000Total
570
Description
This project will replace both the eastbound and westbound Burlington Street bridges with one new bridge over the Iowa River. In addition, the project will
investigate the feasibililty of eliminating the dam as well as the realignment of Grand Avenue west of Riverside Drive. This project will be a joint project with the
DOT.
Project #S3963
Priority Critical (1)
Justification
The 2019 biennial bridge inspection program identified advanced detorioration of the sub and super structures on the Burlington Street Bridges. The program
recommended the bridge to be scheduled for replacement.
Budget Impact/Other
Operating expenses are expected to be minimal or decrease, as this will be replacing aged infrastructure that has reached the end of its useful life.
Useful Life 75 years
Project Name Burlington Street Bridge Replacement
Category Street Operations
Type One Phase
Total Project Cost:$19,050,000
Contact Scott Sovers
Department PUBLIC WORKS
MATCH %VARIES
GRANTEE STP
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
2,050,000300,000 750,000 1,000,000PLANNING/DESIGN
300,000 750,000 1,000,000 2,050,000Total
Future
17,000,000
Total
Total20212022202320242025Funding Sources
300,000300,000GO BONDS-ESSENTIAL
PURPOSE
300,000 300,000Total
Future
18,750,000
Total
571
Description
This project constructs approximately 230 feet of sidewalk between Eastbrook Flats and Court Hill Trail along Scott Boulevard adjacent to Rita's Ranch Dog Park.
Project #S3964
Priority Efficiency Improvement (3)
Justification
This segment of sidewalk is a busy pedestrian and bicycle traffic area that connects American Legion Road to Scott Park and Rita's Ranch Dog Park.
Budget Impact/Other
This project will increase operating expenses due to the additional maintenance required for the new sidewalk adjacent to City property. Estimated additional
operating costs are less than $10,000 per year.
Useful Life 20 years
Project Name Scott Blvd. Sidewalk Infill
Category Street Operations
Type One Phase
Total Project Cost:$120,000
Contact Scott Sovers
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Bike Master Plan
Status Active
Total20212022202320242025Expenditures
10,00010,000PLANNING/DESIGN
90,00090,000CONSTRUCTION
5,0005,000INSPECTION
5,0005,000ADMINISTRATION
10,00010,000CONTINGENCY
120,000 120,000Total
Total20212022202320242025Funding Sources
120,000120,000GO BONDS-ESSENTIAL
PURPOSE
120,000 120,000Total
572
Description
This project includes the reconstruction of two blocks of brick street along Fairchild Street from Clinton Street to Linn Street.
Project #S3965
Priority Essential (2)
Justification
The pavement condition in these areas is poor, and several areas have utilities that are in need of repair/replacement, which is contributing to the deterioration of the
street.
Budget Impact/Other
Estimated savings in operating expenses are less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Wastewater fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Fairchild Street Reconstruction
Category Street Operations
Type One Phase
Total Project Cost:$1,400,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
100,000100,000PLANNING/DESIGN
1,100,0001,100,000CONSTRUCTION
50,00050,000INSPECTION
50,00050,000ADMINISTRATION
100,000100,000CONTINGENCY
100,000 1,300,000 1,400,000Total
Total20212022202320242025Funding Sources
1,400,0001,400,000GO BONDS-ESSENTIAL
PURPOSE
1,400,000 1,400,000Total
573
Description
This project includes removal and replacement of approximately 960 linear feet of sanitary sewer replacement, sanitary sewer manholes, sanitary sewer service
reconnection, sanitary sewer abandonment, 8” PCC pavement, 6” PCC driveway, and 4” PCC sidewalk. The project corridor is along the back yards of the
residential properties between Nevada Avenue and Regal Lane from Lakeside Drive to Whispering Meadow Drive.
Project #V3147
Priority Essential (2)
Justification
This sewer section has many problems and historically has high ongoing maintenance costs.
Budget Impact/Other
This project will reduce operating expenditures due to the replacement of aging and problematic infrastructure. The estimated annual decrease in operating
expenditures is less than $10,000 per year.
Useful Life 50 years
Project Name Nevada Ave Sanitary Sewer Replacement
Category Wastewater Treatment
Type One Phase
Total Project Cost:$537,430
Contact Joe Welter
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
25,63025,630PLANNING/DESIGN
15,00015,000LAND/ROW ACQUISITION
146,800146,800CONSTRUCTION
187,430 187,430Total
Prior
350,000
Total
Total20212022202320242025Funding Sources
187,430187,430WASTEWATER FUND
187,430 187,430Total
Prior
350,000
Total
574
Description
The future project has two parts: 1) Provide process/related structures and equipment removing phosphorous before digestion. 2) Replace multiple heat exchangers
(HEX) with internal corrosion and Struvite deposition, renovate five (5) digester covers, install seven (7) wall thimbles (access ports) in digester wall for inspection
and cleaning, replace internal/external(buried) piping clogging with Struvite, replace (HEX) and recirculation pumps as required. An engineering study in 2020 will
evaluate current and developing technologies for application to the waste stream characteristics and make project recommendations.
Project #V3151
Priority Critical (1)
Justification
With biological nutrient removal as part of last ICWWTP project, captured phosphorous (P) accumulates in digesters causing Struvite formation. Removing P
before digestion reduces Struvite formation and reduces maintenance costs. Also, the digester complex was constructed in 1989/2002 and has 5 covers in various
stages of wear, with one leaking struvite infused liquid between tank and brick facade causing facade to face imminent future collapse. The 11 (HEX) are 15+ year
old and multiple valves/pipes show struvite deposition to be replaced.
Budget Impact/Other
This project will reduce operating and maintenance cost through the rehabilitation of older equipment. The annual savings is less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Wastewater fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 20 years
Project Name Digester Complex Rehabilitation
Category Wastewater Treatment
Type One Phase
Total Project Cost:$7,990,500
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
210,000120,000 90,000PLANNING/DESIGN
7,060,0007,060,000CONSTRUCTION
4,0004,000INSPECTION
4,0004,000ADMINISTRATION
712,500712,500CONTINGENCY
120,000 7,870,500 7,990,500Total
Total20212022202320242025Funding Sources
7,990,5007,990,500REVENUE BONDS
7,990,500 7,990,500Total
575
Description
This project will replace the existing rake and screens that were installed in the 2002 project and have virtually been in constant operation since installation. The
west rake and screen suffered a catastrophic failure in 2017 with the failure of the rake mechanism. This same mechanism has failed again and current repairs cost
are unknown.
Project #V3153
Priority Critical (1)
Justification
The equipment is nearing the end if its useful life and has already had two catastrophic failure. This equipment catches floating materials that are not biodegradable
in the treatment process and will cause blockages causing and additional maintenance to pumps and grinders. This is considered critical for the operation of the
treatment plant.
Budget Impact/Other
This project will reduce operating and maintenance cost through the rehabilitation of older equipment. The annual savings is less than $10,000 per year.
Useful Life 20 years
Project Name Influent Rake and Screen Replacement
Category Wastewater Treatment
Type One Phase
Total Project Cost:$1,000,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
1,000,0001,000,000CONSTRUCTION
1,000,000 1,000,000Total
Total20212022202320242025Funding Sources
1,000,0001,000,000WASTEWATER FUND
1,000,000 1,000,000Total
Description
Rehabilitation includes demolishing the existing building, converting the station to a wet-well valve vault with surface hatches for pump access, basket screening,
new standby generator, replace 20 year old pump, new controls, valve vault with bypass capacity, new security fence, landscaping and access road improvements.
The station would be plumbed for future expansion, but would not include additional pumps.
Project #V3154
Priority Essential (2)
Justification
Hawkeye lift station is 50 years old with an aging building, a generator that can no longer be serviced, a deep drywell requiring an elevator and an existing pump
that is 20 years old and a replacement pump only 2 years old. Major portions of the station have outlived their useful life and need replacement.
Budget Impact/Other
This project will reduce operating and maintenance cost through the rehabilitation of older equipment. The annual savings is less than $10,000 per year.
Useful Life 20 years
Project Name Hawkeye Lift Station Rehabilitation
Category Wastewater Treatment
Type One Phase
Total Project Cost:$1,025,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
25,00025,000PLANNING/DESIGN
1,000,0001,000,000CONSTRUCTION
25,000 1,000,000 1,025,000Total
Total20212022202320242025Funding Sources
1,025,0001,025,000WASTEWATER FUND
1,025,000 1,025,000Total
576
Description
This project would extend the 30-inch sanitary sewer pipe along Abbey Lane from Burry Drive to the west side of US Highway 218.
Project #V3155
Priority Essential (2)
Justification
This project will allow development within the watershed west of US Highway 218 and south of Rohret Road.
Budget Impact/Other
This will bring additional revenue along with additional maintenance costs. The estimated maintenance costs are less than $10,000 per year. The estimated amount
of additional revenue is unknown.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Wastewater fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Rohret South Sewer
Category Wastewater Treatment
Type One Phase
Total Project Cost:$2,425,000
Contact Joe Welter
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
250,000250,000PLANNING/DESIGN
325,000325,000LAND/ROW ACQUISITION
1,650,0001,650,000CONSTRUCTION
100,000100,000INSPECTION
100,000100,000ADMINISTRATION
250,000 2,175,000 2,425,000Total
Total20212022202320242025Funding Sources
2,425,0002,425,000REVENUE BONDS
2,425,000 2,425,000Total
577
Description
Install new high efficiency mixers in aeration basin trains 1-4, Cell 9 to improve mixing and reduce energy usage. Includes four new high efficiency mixers,
electrical improvements and installation.
Project #V3157
Priority Essential (2)
Justification
2010 project made significant improvements to the aeration basin. Cell 9 was not fitted with a mixer but relied on mixing by compressed air. Mixing by compressed
air is not as efficient as using a mechanical mixer. The mixers are high efficiency and a lower horsepower than the current mixers installed in Cells 1, 2, 3, 5, 8, and
10. This will reduce wear and tear on the aeration blowers and reduce our electrical usage and carbon footprint.
Budget Impact/Other
This will reduce wear and tear on the aeration blowers, reduce our electrical usage/cost, and reduce out carbon footprint. The estimated annual savings is less than
$10,000 per year.
Useful Life 20 years
Project Name Wastewater Plant Mixer Improvements
Category Wastewater Treatment
Type One Phase
Total Project Cost:$238,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
15,00015,000PLANNING/DESIGN
200,000200,000CONSTRUCTION
2,0002,000INSPECTION
1,0001,000ADMINISTRATION
20,00020,000CONTINGENCY
238,000 238,000Total
Total20212022202320242025Funding Sources
238,000238,000WASTEWATER FUND
238,000 238,000Total
578
Description
Extend or add new belt conveyor form the end of the existing conveyor to the loading area over the truck bay. Project includes a truck hopper loader so staff can
keep the presses in operation while bumping the truck.
Project #V3158
Priority Essential (2)
Justification
The conveyor currently collects the biosolid from the belt filter press and take to to a shaftless screw auger that lift the biosolids up to discharge over the truck bay.
It has been found that when we operate all three presses, the screw auger cannot keep up with the volume of biosolids delivered by the conveyor. By including the
truck hopper loader, staff can keep the presses in operation while bumping the truck which make the belt filter
presses operation more efficient.
Budget Impact/Other
Current auger conveyor will not keep up with solids generated from more than two belt filter presses which limits out ability to dewater biosolids, and repairs takes
at least one business day to make, which also limits our ability to dewater biosolids. The estimated impact on the operating budget is negligible.
Useful Life 25 years
Project Name Biosolids Conveyor Improvements
Category Wastewater Treatment
Type One Phase
Total Project Cost:$170,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
7,0007,000PLANNING/DESIGN
146,000146,000CONSTRUCTION
2,0002,000INSPECTION
2,0002,000ADMINISTRATION
13,00013,000CONTINGENCY
170,000 170,000Total
Total20212022202320242025Funding Sources
170,000170,000WASTEWATER FUND
170,000 170,000Total
579
Description
Reroute the Benton Street trunk sewer through green space and a parking lot to allow access for maintenance. Upsize the sewer main to Emerald Street to increase
capacity.
Project #V3162
Priority Critical (1)
Justification
Previous rerouting of the trunk and upstream sanitary sewer left a undersized pipe creating a bottle neck and limited maintenance access to the sanitary sewer on
private property. The bottle neck has caused potential project to be routed to the west or not pursued. Making improvements will allow better access and not be a
bottleneck, which limits future growth north of Melrose Avenue.
Budget Impact/Other
This project will have a minimal impact on the operating budget.
Useful Life 50 years
Project Name Benton Street Trunk Sewer Improvements
Category Wastewater Treatment
Type One Phase
Total Project Cost:$580,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
63,00063,000PLANNING/DESIGN
55,00055,000LAND/ROW ACQUISITION
350,000350,000CONSTRUCTION
21,00021,000INSPECTION
21,00021,000ADMINISTRATION
70,00070,000CONTINGENCY
580,000 580,000Total
Total20212022202320242025Funding Sources
580,000580,000WASTEWATER FUND
580,000 580,000Total
580
Description
Install cable tray and hanger system along the aeration basin walkways to move the existing wiring/conduits from the hand rails and provide for future expansion
Project #V3163
Priority Efficiency Improvement (3)
Justification
Existing power and instrument wiring/conduits are currently placed on the hand rails. The hand rails were not designed to carry the extra weight of the current and
future wiring/conduits that will be required to supply/support the operation of the aeration basins. The cable tray and hanger system will move existing conduits and
wiring from the handrails and allow for future expansion of power and control wiring.
Budget Impact/Other
These projects should lower operating expenditures through the replacement of aging infrastructure. The estimated annual savings is less than $10,000 per year.
Useful Life 40 Years
Project Name Aeration Basin Electric & Instrument Improvements
Category Wastewater Treatment
Type One Phase
Total Project Cost:$300,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
10,00010,000PLANNING/DESIGN
259,000259,000CONSTRUCTION
2,0002,000INSPECTION
2,0002,000ADMINISTRATION
27,00027,000CONTINGENCY
300,000 300,000Total
Total20212022202320242025Funding Sources
300,000300,000WASTEWATER FUND
300,000 300,000Total
581
Description
The project would include the replacement of return activated sludge pumps. This includes all pumps and any piping/structural modifications required to fit the
pumps.
Project #V3164
Priority Essential (2)
Justification
These pumps have been in service since 2002 and are nearing the end of their useful working life. The maintenance repair frequency for these pumps has been
increasing in the past year. Failure to replace these pumps in a timely manner could cause diminished operation and treatment of the wastewater resulting in
violations of our NPDES discharge permit.
Budget Impact/Other
New pumps would increase pump efficiency, but lower energy consumption and maintenance costs. The estimated reduction in operating expenditures is less than
$10,000 per year.
Useful Life 20 years
Project Name Return Activated Sludge Pump Replacement
Category Wastewater Treatment
Type Multi-Phase
Total Project Cost:$870,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
5,0005,000PLANNING/DESIGN
448,000448,000CONSTRUCTION
1,0001,000INSPECTION
1,0001,000ADMINISTRATION
45,00045,000CONTINGENCY
500,000 500,000Total
Future
370,000
Total
Total20212022202320242025Funding Sources
500,000500,000WASTEWATER FUND
500,000 500,000Total
Future
370,000
Total
582
Description
Replacement of the influent pump station pumps 1301A, 1302A, and 1303A and any piping/electrical modifications that will be required.
Project #V3165
Priority Essential (2)
Justification
There are 6 influent pumps currently installed. The three discussed above were installed in 2002 and are nearing the end of their design life. These pumps have had
significant repairs over the past 5 years but those repairs have not extended their design life. These pumps are close coupled centrifugal style pumps and will be
replaced with dry pit submersible pumps to match the existing style of the three remaining pumps. There will be piping modifications, upgrading of controls and
includes installation. The current pumps are rated at 10 milllion gallons per day (MGD), the newer pumps will be 12 MGD.
Budget Impact/Other
The existing pumps have increasing maintenance cost and operation costs when they are OOS. New pumps will improve pump efficiency, lower power cost and
reduced maintenance cost. The estimated reduction in operating expenditures is less than $10,000 per year.
Useful Life 20 years
Project Name Replacement of Influent Pump Station Pumps
Category Wastewater Treatment
Type One Phase
Total Project Cost:$500,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
10,00010,000PLANNING/DESIGN
441,000441,000CONSTRUCTION
2,0002,000INSPECTION
2,0002,000ADMINISTRATION
45,00045,000CONTINGENCY
500,000 500,000Total
Total20212022202320242025Funding Sources
500,000500,000WASTEWATER FUND
500,000 500,000Total
583
Description
Locate with survey grade accuracy all manholes, sewer mains, and all above ground accessible sewer distribution appertenances and deliver in a geographic
information system geometric network with associated metadata for asset management functions.
Project #V3166
Priority Essential (2)
Justification
Asset management requires an accurate asset inventory to reliably know the number, location, and information regarding above and below ground assets.
Budget Impact/Other
This project will have a negligible impact on the operating budget.
Useful Life 10 years
Project Name Sewer Distribution Asset Inventory
Category Wastewater Treatment
Type One Phase
Total Project Cost:$250,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
20,00020,000PLANNING/DESIGN
230,000230,000CONSTRUCTION
250,000 250,000Total
Total20212022202320242025Funding Sources
250,000250,000WASTEWATER FUND
250,000 250,000Total
584
Description
Replace the Grit Classifiers located in the Grit Building including any required piping modifications. Include installing an automatic liming system to meet IDNR
grit disposal requirements.
Project #V3167
Priority Essential (2)
Justification
The grit classifiers were installed in 2002, one requiring a major frame repair in 2015. Multiple rotating parts have been replaced over the past 5 years and the
equipment has reached it useful design life. IDNR rules require raising the pH to 12 for 2 hours. Current liming manually spread lime over dewatered grit. This can
expose the staff to lime dust thats shown to be a source of silica dust. An automatic liming system reduces that staff exposure. Grit removal is critical in the
operation of the WWTP in meeting its NPDES permit requirement and reduceing wear and tear on down steam pumping. The grit classifiers are near the end of
their useful design life.
Budget Impact/Other
These projects should lower operating expenditures through the replacement of aging infrastructure. The estimated annual savings is less than $10,000 per year.
Useful Life 20 years
Project Name Replace Grit Classifiers
Category Wastewater Treatment
Type One Phase
Total Project Cost:$200,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
5,0005,000PLANNING/DESIGN
175,000175,000CONSTRUCTION
1,0001,000INSPECTION
19,00019,000CONTINGENCY
200,000 200,000Total
Total20212022202320242025Funding Sources
200,000200,000WASTEWATER FUND
200,000 200,000Total
585
Description
Replace Heat Exchanger (HEX) 8501 (Spiral) with Stainless Steel version of same design. City staff will install.
Project #V3168
Priority Essential (2)
Justification
HEX 8501 is approximately 20 years old and is near the end if it's useful design life. This HEX is carbon steel and does have internal corrosion which encourages
Struvite formation. This leads to more blockages and requires more frequent cleaning to remove the struvite. The replacement HX is a stainless steel version and
will give 20+ years of service without the corrosion issues. HEX 8501/8502 pre-heats the incoming sludges as they enter the thermophilic digesters, and are critical
to initiating the digestion process. The two HEX that perform this function are considered "duty" and "standby". If these HEX are not operational, we would run the
risk of not meeting our requirements per the EPA 503 rules for sludge digestion and disposal.
Budget Impact/Other
These projects should lower operating expenditures through the replacement of aging infrastructure. The estimated annual savings is less than $10,000 per year.
Useful Life 20 years
Project Name Replace Heat Exchanger
Category Wastewater Treatment
Type Multi-Phase
Total Project Cost:$1,050,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
1,050,000150,000 900,000CONSTRUCTION
150,000 900,000 1,050,000Total
Total20212022202320242025Funding Sources
1,050,000150,000 900,000WASTEWATER FUND
150,000 900,000 1,050,000Total
586
Description
Rehabilitate selected equipment at the Napoleon Lift Station including the bar screen crawler assemblies with drive unit, the air handling system and rebuilding of
the NPPS Pumps #1 and #6 pumping assembly’s and replacing associated electrical or mechanical appurtenances as necessary.
Project #V3169
Priority Critical (1)
Justification
Napoleon lift station was constructed in 2000 and is the primary lift station for approximately 2/3 of the wastewater flow to the WWTP. The Bar screen crawler,
pumps #1 and #6 and air handling system have operated consistently since its coming into operations and show wear and tear consistent with 20 years of operations
and are nearing the end of their useful design life. Improvements in crawler and pump design will offer operation and efficiency improvements. Napoleon Lift
Station is the City's primary lift station conveying 2/3 of the daily total flow to the WWTP. If any of this equipment were to fail it would limit the operation of the
lift station until repairs could be made.
Budget Impact/Other
These projects should lower operating expenditures through the replacement of aging infrastructure. The estimated annual savings is less than $10,000 per year.
Useful Life 20 years
Project Name Napoleon Lift Station Improvements
Category Wastewater Treatment
Type One Phase
Total Project Cost:$800,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
10,00010,000PLANNING/DESIGN
726,000726,000CONSTRUCTION
2,0002,000INSPECTION
2,0002,000ADMINISTRATION
60,00060,000CONTINGENCY
800,000 800,000Total
Total20212022202320242025Funding Sources
800,000800,000WASTEWATER FUND
800,000 800,000Total
587
Description
Replace roofs on buildings at wastewater treatment plant.
Project #V3170
Priority Critical (1)
Justification
City staff has identified various plant building roofs as being deficient. The bulk of these buildings are part of the original WWTP project from 1988 with the others
from the 2000 project. They have outlived any warranty’s given at the time of construction and are in need of replacement. These roof's cover multiple buildings
with critical infrastructure in them. Should any building suffer water damage that impedes the division staff from performing their job function or causes equipment
failure, that could cause the WWTP to not meet its NPDES permit required discharge limits and put the City in environmental liability.
Budget Impact/Other
These projects should lower operating expenditures through the replacement of aging infrastructure. The estimated annual savings is less than $10,000 per year.
Useful Life 25 years
Project Name WWTP Roof Replacements
Category Wastewater Treatment
Type Multi-Phase
Total Project Cost:$1,200,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
80,00020,000 20,000 20,000 20,000PLANNING/DESIGN
1,000,000250,000 250,000 250,000 250,000CONSTRUCTION
20,0005,000 5,000 5,000 5,000INSPECTION
20,0005,000 5,000 5,000 5,000ADMINISTRATION
80,00020,000 20,000 20,000 20,000CONTINGENCY
300,000 300,000 300,000 300,000 1,200,000Total
Total20212022202320242025Funding Sources
1,200,000300,000 300,000 300,000 300,000WASTEWATER FUND
300,000 300,000 300,000 300,000 1,200,000Total
588
Description
Replace sludge recirculation pumps 8811A, 8812A and 8813A, including any piping modifications and electrical upgrades.
Project #V3171
Priority Essential (2)
Justification
The pumps referenced above have been in place since 1988 and are beyond their useful design life. Repairs to these pumps have been increasing the past 5 years.
Planned replacement is more cost effective than an emergency replacement. Recirculation of digesters 8601, 8701 and 8801 is critical to their operation. If
recirculation were lost due to catastrophic failure, it would impede the operation of the digester complex.
Budget Impact/Other
These projects should lower operating expenditures through the replacement of aging infrastructure. The estimated annual savings is less than $10,000 per year.
Useful Life 20 years
Project Name Replace Sludge Recirculation Pumps
Category Wastewater Treatment
Type One Phase
Total Project Cost:$250,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
2,0002,000PLANNING/DESIGN
221,000221,000CONSTRUCTION
1,0001,000INSPECTION
1,0001,000ADMINISTRATION
25,00025,000CONTINGENCY
250,000 250,000Total
Total20212022202320242025Funding Sources
250,000250,000WASTEWATER FUND
250,000 250,000Total
589
Description
Replace and rehabilitate the pumps, power and electrical controls, and mechanical appurtenances. The project includes replacing the pump with an upsized
capacity, change out the controls for PLC/ VFD's , replace all mechanical equipment and install a standby genset. The 2018 pump will be repurposed.
Project #V3172
Priority Essential (2)
Justification
The Highlander lift station has been in place since 1984 with a one original pump and one replacement pump(2018), mostly original controls and mechanical
appurtenances. The area serviced by the lift station has grown considerably and is projected to continue to grow with the installed pumps nearing their max pumping
capacity. With the past and potential growth in the area, capacity and reliability is becoming an issue. Rebuilding and increasing the pumping capacity will add
longevity to the station to meet future needs.
Budget Impact/Other
This project will increase the operating budget due to expanding system capacity. The estimated annual increase in expenditures is less than $5,000 per year.
Useful Life 20 years
Project Name Highlander Lift Station Improvements
Category Wastewater Treatment
Type One Phase
Total Project Cost:$150,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
7,0007,000PLANNING/DESIGN
121,000121,000CONSTRUCTION
1,0001,000INSPECTION
1,0001,000ADMINISTRATION
20,00020,000CONTINGENCY
150,000 150,000Total
Total20212022202320242025Funding Sources
150,000150,000WASTEWATER FUND
150,000 150,000Total
590
Description
Moving the replacement schedule to 12 years from 15. These are additional funds supplementing the City Equipment Replacement funds required to complete the
purchase.
Project #V3173
Priority Critical (1)
Justification
The jet truck was purchased in 2011 and was scheduled for a 15 years replacement. The jet-vac has been having frequent mechanical and electrical issues for the
past 2 years which has caused our cleaning activities to cease while repairs are made. We do not anticipate that this maintenance history will change and will likely
increase. We want to move up the replacement to 2023, this will make for a 12 year replacement. Monthly replacement fees would be increased to reflect a 12 year
replacement in the future.The jet truck is vital in the WWD's collection system maintenance cleaning program. Cleaning the sewer helps to reduce backups, Sanitary
Sewer Overflows (SSO's) and limits the City's liability. By moving up the replacement date, we can stay on schedule with cleaning program and avoid increased
liability.
Budget Impact/Other
These projects should lower operating expenditures through the earlier replacement of equipment, but it will increase operating expenditures through increased
replacement charges. The estimated net increase in annual operating expenditures is $25,000 per year.
Useful Life 12 years
Project Name Jet Truck Replacement
Category Wastewater Treatment
Type One Phase
Total Project Cost:$175,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
175,000175,000EQUIPMENT
175,000 175,000Total
Total20212022202320242025Funding Sources
175,000175,000WASTEWATER FUND
175,000 175,000Total
591
Description
Replace Lamson 300 HP Centrifigul Blower with a High Speed Turbo Blower.
Project #V3174
Priority Efficiency Improvement (3)
Justification
The existing Lamson Blowers were placed in service in 2002 as part of the first iteration of the activated sludge process units. The blower is a "starts across the
line", meaning that it is either on or off and cannot be regulated with Variable frequency drives. Because of this and its HP capacity, it has high starting amps that
affect our electrical peak loading billing with REC. The New High Speed turbo blower uses a VFD which eliminates the inrush of power, allowing us to regulate our
peak loading.
Budget Impact/Other
By replacing the Lamson blower with a high speed turbo blower, we anticipate a 10% reduction in power cost for the foreseeable future. The estimated annual
savings is less than $10,000 per year.
Useful Life 20 years
Project Name Aeration Equipment Improvements
Category Wastewater Treatment
Type One Phase
Total Project Cost:$1,000,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
10,00010,000PLANNING/DESIGN
891,000891,000CONSTRUCTION
5,0005,000INSPECTION
5,0005,000ADMINISTRATION
89,00089,000CONTINGENCY
1,000,000 1,000,000Total
Total20212022202320242025Funding Sources
1,000,0001,000,000WASTEWATER FUND
1,000,000 1,000,000Total
592
Description
This is a water main replacement project with respective street and sidewalk replacement. Approximately 1200 feet of 6" cast-iron pipe (vintage 1928, 1939, and
1953) will be replaced with 8" PVC pipe (new minimum standard pipe size). The project also includes the addition of sidewalk on one side of Dill Street from
Rocky Shore to the existing sidewalk west of Teeters Court.
Project #W3222
Priority Critical (1)
Justification
This 6-inch 1939 cast iron water main has had a number of main breaks and is difficult for City staff to excavate due to the grade off of Rocky Shore Dr. Large
blowouts along this section of water main have caused significant disruption to the water distribution system as a whole, as this line feeds into both the east and
west side of the distibution system. The water main breaks on this pipe have also caused signifcant damage to other infrastructure in the area.
Budget Impact/Other
This project will reduce expenditures due to the replacement of aged infrastructure with new infrastructure. The estimated impact on the annual budget is less than
$10,000.
Useful Life 70 years
Project Name Dill St. Water Main Replacement
Category Water Operations
Type One Phase
Total Project Cost:$800,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
670,000670,000CONSTRUCTION
25,00025,000INSPECTION
5,0005,000ADMINISTRATION
25,00025,000CONTINGENCY
725,000 725,000Total
Prior
75,000
Total
Total20212022202320242025Funding Sources
725,000725,000WATER FUND
725,000 725,000Total
Prior
75,000
Total
593
Description
This is a water main replacement project on Bradford Dr, Louise St, and Wayne Ave. Approximately 1950 feet of 6-inch cast-iron pipe (vintage 1956) will be
replaced with 2,500 feet of 8-inch PVC. The scope of the project will replace or install water main on Bradford Dr from Arthur St to 1st Ave, on Louise St from
Bradford Dr to Wayne Ave, and on Wayne Ave from Wade St to Arthur St.
Project #W3300
Priority Efficiency Improvement (3)
Justification
The existing water main has been subject to 18 water main breaks and has reached the end of its useful life. This project would also make the distribution system
more robust by adding an additional looped feed to the system. This water main feeds Southeast Junior High School, and ranks in the top ten of the water main
replacement matrix.
Budget Impact/Other
This water main replacement project will reduce operations and maintenance cost associated with emergency/after hours repairs. The estimated decrease in
operating expenditures is less than $10,000 per year.
Useful Life 70 years
Project Name Bradford Drive Water Main Replacement
Category Water Operations
Type One Phase
Total Project Cost:$650,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
50,00050,000PLANNING/DESIGN
600,000600,000CONSTRUCTION
50,000 600,000 650,000Total
Total20212022202320242025Funding Sources
650,00050,000 600,000WATER FUND
50,000 600,000 650,000Total
Description
Remove and reinstall, or repair the one Jordan well.
Project #W3305
Priority Critical (1)
Justification
The Jordan well is a primary source of low nitrate groundwater used seasonally to dilute river source water to maintain finished water below the Safe Drinking
Water Act nitrate standard. The need to recondition the Jordan well is due to capacity reduction overtime and the continued usefulness as a low nitrate dilution
water source.
Budget Impact/Other
The impact on the operating budget is negligible.
Useful Life 10 years
Project Name Jordan Well Rehabilitation
Category Water Operations
Type One Phase
Total Project Cost:$150,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
150,000150,000CONSTRUCTION
150,000 150,000Total
Total20212022202320242025Funding Sources
150,000150,000WATER FUND
150,000 150,000Total
594
Description
Replace approximately 1,600 feet of 12-inch water main (1990 vintage) along Highway 1 from the Hawk Ridge apartments to the north side of Highway 1 across
from the WalMart entrance. No service lines are in this area. 12-inch PVC with trenchless installation will be specified to eliminate future corrosion issues due to
corrosive soil. A LUST area at 809 Hwy 1 will require ductile iron pipe with nitrile gaskets to be use for the replacement. Due to the corrosive soils, V-Bio
polywrap will also be specified and consideration for a cathodic protection system.
Project #W3313
Priority Essential (2)
Justification
This water main is situated within corrosive soils and has experienced multiple main breaks. Due to being a transmission main, breaks cause very large pressure
losses and disruptions within the distribution system. Replacement of this main with new materials installed to mitigate the corrosive effects of the soils will
provide more reliable service to our customers.
Budget Impact/Other
This project will have a neutral impact on the operating budget as it is the replacement of existing infrastructure.
Useful Life 70 years
Project Name Hwy 1 (Hawk Ridge to WalMart) Water Main Repl
Category Water Operations
Type One Phase
Total Project Cost:$564,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
64,00064,000PLANNING/DESIGN
500,000500,000CONSTRUCTION
64,000 500,000 564,000Total
Total20212022202320242025Funding Sources
564,00064,000 500,000WATER FUND
64,000 500,000 564,000Total
595
Description
Replace the (4) four variable frequency drives (VFDs) on our high service pumps.
Project #W3314
Priority Essential (2)
Justification
The VFD's servicing our high service pumps will have been in operation for approximately 21 years when this project reaches construction. This is a typical life
span for VFD's. The VFD's have begun to show signs of deterioration with the loss of communications due to worn electronics components and the new SCADA
system was modified to accommodate the out-moded communications protocols utilized by these drives. We anticipate continued and more frequent repair
activities as these drives reach the end of their useful life.
Budget Impact/Other
Potential cost savings derived from decreased power usage, less wear on the pumps, and less repair or reactive maintenance.
Useful Life 20 years
Project Name High Service Pump VFD Replacement
Category Water Operations
Type One Phase
Total Project Cost:$650,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
50,00050,000PLANNING/DESIGN
600,000600,000CONSTRUCTION
50,000 600,000 650,000Total
Total20212022202320242025Funding Sources
650,00050,000 600,000WATER FUND
50,000 600,000 650,000Total
Description
Extend MidAmerican electrical service down Foster Rd to the Peninsula Well Field switchgear set situated to the north of the dog park. Upgrade the switchgear set
to allow transfer of source power.
Project #W3315
Priority Efficiency Improvement (3)
Justification
Currently the Peninsula Well Field is provided electrical service from Rocky Shore Dr via an aerial electrical feed owned by the City. During flood events or other
inclement weather this service is threatened and is single point failure that would cause the treatment plant to loose access to high quality source water until power
is restored. Running a second electrical service underground down Foster Rd will mitigate the risk associated with this aerial river crossing.
Budget Impact/Other
The impact to the operating budget is negligible.
Useful Life 70 years
Project Name Peninsula Well Field Power Redundancy
Category Water Operations
Type One Phase
Total Project Cost:$250,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
175,000175,000CONSTRUCTION
175,000 175,000Total
Prior
75,000
Total
Total20212022202320242025Funding Sources
175,000175,000WATER FUND
175,000 175,000Total
Prior
75,000
Total
596
Description
Design and install new chlorine feed equipment with associated computer system integration and repairs to the CSI Scrubber system.
Project #W3316
Priority Essential (2)
Justification
The existing automatic chlorine feeders are reaching their designed end-of-life and are no longer supported by the manufacturer. Updating the system components
with current models will allow for more precise control of the chlorine feed system and reduce maintenance time.
Budget Impact/Other
Reduced maintenance time and spare parts load - return-on-investment in approximately 8 years. The chlorine system is a high hazard system that includes a
number of process controls to keep City staff and the surrounding area safe from a release of chemical.
Useful Life 20 years
Project Name Chlorine Feeder System Upgrade
Category Water Operations
Type One Phase
Total Project Cost:$115,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
15,00015,000PLANNING/DESIGN
100,000100,000CONSTRUCTION
115,000 115,000Total
Total20212022202320242025Funding Sources
115,000115,000WATER FUND
115,000 115,000Total
Description
Upgrade the audio and visual equipment in the Water Front Meeting Room with new flat panel screens, associated computer controls, and audio for the use by City
Staff to conduct training events and meetings. Upgrade room lighting with LED lights.
Project #W3317
Priority Efficiency Improvement (3)
Justification
The Water Front Meeting Room has two broken overhead screens, no mounted projector, and an antiquated audio system. The room was originally designed to be
able to host two separate meetings, but has since been adapted to use a large front projector screen that impedes the use of the divider wall and a projector set upon a
collapsable table in the middle of the aisle. This setup has proved to be adequate and cumbersome. The goal is to update the room to include better room usage and
data display functionality.
Budget Impact/Other
The operational budget will be impacted by increased internal service chargebacks for the ITS equipment program. Estimated annual impact is less than $5,000 per
year.
Useful Life 20 years
Project Name Water Front Meeting Room A/V Upgrades
Category Water Operations
Type One Phase
Total Project Cost:$45,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
5,0005,000PLANNING/DESIGN
40,00040,000EQUIPMENT
45,000 45,000Total
Total20212022202320242025Funding Sources
45,00045,000WATER FUND
45,000 45,000Total
597
Description
Replace the metal housings enclosing the ground storage reservoir (GSR) back up power generators at the Rochester, Sycamore, and Emerald GSR's.
Project #W3318
Priority Essential (2)
Justification
The ground storage reserviors (GSR's) are provided with backup power generation by diesel generators. These generators are external to the building and enclosed
within metal housings. These housings have deteriorated and are beginning to allow the weather to damage internal components.
Budget Impact/Other
Reduced operational costs associated with annual generator preventative maintenance contract costs. Estimated annual savings is less than $10,000 per year.
Useful Life 20 years
Project Name GSR Generator Enclosure Replacement
Category Water Operations
Type One Phase
Total Project Cost:$40,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
40,00040,000CONSTRUCTION
40,000 40,000Total
Total20212022202320242025Funding Sources
40,00040,000WATER FUND
40,000 40,000Total
Description
Replace the lighting in the water plant chemical rooms and perimeter lights with high efficiency, long life, LED lights and mount the new fixtures in locations more
conducive to providing work area illumination and access for preventative maintenance or grounds maintenance activities.
Project #W3319
Priority Efficiency Improvement (3)
Justification
The lighting in the chemical rooms at the water plant has issues with illumination and placement. Some lighting was installed in a manner that blocks the fixture
from providing the needed light for employees to adequately see the work they are performing. The chemical room lighting bulbs are difficult to replace and require
staff to take a number of safety measures up to and including renting scaffolding to replace. Other lights are installed in areas that cannot be reached without
renting special equipment or are adversely impacted by the chemicals in the room. The 22 outdoor perimeter lights are short lived (~2 months) and cost about $10
per replacement.
Budget Impact/Other
The annual bulb replacement cost for the chemical rooms is approximately $1,200. The outdoor lights are short-lived (~2 months) for the cost of the replacement
bulbs (~$10/bulb). Total annual bulb replacement expenditure is approximately $1,100. Therefore the operating budget will see an annual savings of $2,300 as
well as savings in personnel safety and time.
Useful Life 30 Years
Project Name Chemical Room & Outdoor Lighting Upgrade
Category Water Operations
Type One Phase
Total Project Cost:$100,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
10,00010,000PLANNING/DESIGN
90,00090,000CONSTRUCTION
100,000 100,000Total
Total20212022202320242025Funding Sources
100,000100,000WATER FUND
100,000 100,000Total
598
Description
Replace approximately 2,000 feet of 1964 16-inch ductile iron water main along the north side of Highway 6 from Fairmeadows Blvd. to Industrial Park Rd. with
16-inch PVC water main.
Project #W3320
Priority Critical (1)
Justification
This water main has had five (5) water main breaks since the year 2000, four (4) of which have happened in 2018/2019. The type of break have been majority
corrosion related and it is expected to continue to have main breaks on this main until it is replaced due to corrosive soils. Due to the size and relative location of
the water main in the distribution system the breaks on this line are very disruptive - large pressure swings that cause other water quality and integrity issues as well
as loss of service to critical customers.
Budget Impact/Other
Main breaks on average cost approximately $10,000 each to repair. The main breaks on this stretch of Hwy 6 are significant enough to cause cascading effects such
as more main breaks or the need to flush the distribution system which increases costs. Therefore the replacement of this main will have a direct impact on the
operational budget lessening main break repairs and indirectly by increasing system integrity overall. Savings is anticipated to average $10,000 to $20,000 per year.
Useful Life 70 years
Project Name Hwy 6 (Fairmeadows to Ind Park Rd) Water Main Repl
Category Water Operations
Type One Phase
Total Project Cost:$661,500
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Lower Muscatine/Ind Park Rd
PLAN None
Status Active
Total20212022202320242025Expenditures
67,50067,500PLANNING/DESIGN
540,000540,000CONSTRUCTION
54,00054,000INSPECTION
67,500 594,000 661,500Total
Total20212022202320242025Funding Sources
661,50067,500 594,000WATER FUND
67,500 594,000 661,500Total
599
Description
An engineering study of dissolved nutrient removal from source water (nitrates, polyfluoroalkyl compounds, mycrositins, etc...), the long-term financial and
environmental sustainability of lime softening, and filter system valving and build-out based on the study results.
Project #W3321
Priority Essential (2)
Justification
Regulations on dissolved ions in source and finished water are changing with federal administrations and increasing evidence of chemcial toxicity which will result
in a need to have treatment technologies capable of ionic removal. Further quicklime and lime solids management costs have continued to increase yearly and a
cost/benefite analysis of lime softening is warranted while investigating treatment technologies. The filters may need modification to accommodate new
technologies. This is a study and will inform future CIP, including five projects on the unfunded list - Nutrient Removal, WTP Filter #6 Buildout, Water Plant
Softener Improvements, Soda Ash Replacement, and Lime Lagoon Outlet Structure Modifications.
Budget Impact/Other
The impact on the operating budget will be negligible.
Useful Life 10 years
Project Name Treatment Technology Study
Category Water Operations
Type Multi-Phase
Total Project Cost:$150,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
150,000150,000PLANNING/DESIGN
150,000 150,000Total
Total20212022202320242025Funding Sources
150,000150,000WATER FUND
150,000 150,000Total
Description
Clean and cap portions on the existing laterals of Collector Well #2 and install new 12-inch laterals to increase the production capacity of this raw water well.
Project #W3322
Priority Critical (1)
Justification
Collector Well #2 has degraded specific capacity (amount of water yield per foot of well height) and will continue to decline as the pore spaces in the surrounding
geologic formations plug with fines. Therefore to maintain the usefulness of this high quality water source and to increase its yield capacity lateral cleaning and
lateral installation are necessary.
Budget Impact/Other
Useful Life 70 years
Project Name Collector Well #2 Cleaning and Upgrade
Category Water Operations
Type One Phase
Total Project Cost:$1,000,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
100,000100,000PLANNING/DESIGN
900,000900,000CONSTRUCTION
100,000 900,000 1,000,000Total
Total20212022202320242025Funding Sources
1,000,000100,000 900,000WATER FUND
100,000 900,000 1,000,000Total
600
Description
Locate with survey grade accuracy all hydrants, valves, tanks, and other above ground accessible water distribution appertenances and deliver in a geographic
information system geometric network with associated metadata for asset management functions.
Project #W3323
Priority Essential (2)
Justification
Asset management requires an accurate asset inventory to reliably know the number, location, and information regarding above and below ground assets. The
budget provided is based on an $18 per structure cost with about 10,000 structures (hydrants, valves, etc.).
Budget Impact/Other
This project will have a negligible impact on the operating budget.
Useful Life 10 years
Project Name Water Distribution Asset Inventory
Category Water Operations
Type One Phase
Total Project Cost:$250,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
20,00020,000PLANNING/DESIGN
230,000230,000CONSTRUCTION
250,000 250,000Total
Total20212022202320242025Funding Sources
250,000250,000WATER FUND
250,000 250,000Total
Description
This project involves the replacement of the electronics in our on-street parking meters.
Project #T3020
Priority Critical (1)
Justification
The electonic equipment in our 1,200 smart parking meters are reaching the end of their useful life. The modems inside each meter will need upgraded before
spring 2021 due to the discontinued support of 3G technology. This project will replace the internal meter compont while maintaining the current meter housing to
reduce the overall project cost. If no action is taken, the on-street meters will no longer accept credit card payments or provide back-end reporting.
Budget Impact/Other
The operating impact of this change should be negligible. Operating costs should be reduced slightly due to the replacement of old equipment with new equipment.
The savings should be less than $10,000 per year.
Useful Life 10 years
Project Name Replacement of Electronics in Smart Parking Meters
Category Parking Operations
Type One Phase
Total Project Cost:$200,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
200,000200,000EQUIPMENT
200,000 200,000Total
Total20212022202320242025Funding Sources
200,000200,000PARKING FUND
200,000 200,000Total
601
Description
This project involves the installation of additional high-definition cameras in parking facilities.
Project #T3021
Priority Efficiency Improvement (3)
Justification
The cameras will aid in securing facilities, following up on incidents, and evaluating parking demand.
Budget Impact/Other
This project will increase the operating expenditures due to the maintenance of the new equipment. The estimated impact on the operating budget is less than
$10,000 per year.
Useful Life 10 years
Project Name Video Cameras for Parking Facilities
Category Parking Operations
Type Multi-Phase
Total Project Cost:$200,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
100,000100,000EQUIPMENT
100,000 100,000Total
Prior
100,000
Total
Total20212022202320242025Funding Sources
100,000100,000PARKING FUND
100,000 100,000Total
Prior
100,000
Total
Description
Purchase of a new vehicle with license plate reader techonolgy to aid in parking enforcement in 2019, and the purchase of a replacement license plate reader for
existing vehicle that is scheduled for replacement in 2020.
Project #T3022
Priority Efficiency Improvement (3)
Justification
The new vehicle and license plate recognition equipment would be dedicated to the enforcement of the Chauncey Swan and Harrison Street parking facilties and
would also be used for enforcing loading zones, street storage, and identification of vehicles on the tow-list.
Budget Impact/Other
The additional vehicle will increase fuel, insurance, maintenance, and replacement charges. By adding another enforcement vehicle, parking fine revenue should
increase as well. The estimate increase in expenditures is $15,000 to $20,000 per year and the estimated increase in revenue is $25,000.
Useful Life 10 years
Project Name Parking Enforcement Vehicles
Category Parking Operations
Type Multi-Phase
Total Project Cost:$180,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
90,00090,000EQUIPMENT
90,000 90,000Total
Prior
90,000
Total
Total20212022202320242025Funding Sources
90,00090,000PARKING FUND
90,000 90,000Total
Prior
90,000
Total
602
Description
Replacement automated parking equipment in parking ramps.
Project #T3023
Priority Essential (2)
Justification
Original equipment installed beginning in 2009. Performance is degrading as equipment is reaching the end of its useful life requiring an increasing amount of staff
time to address issues. This project will require multiple phases to implement the full conversion.
Budget Impact/Other
Installing new automated parking equipment at all gated facilities will have a positive effect on the operating budget, reducing the amount of staff time required to
attend to malfunctioning equipment.
Useful Life 10 years
Project Name Parking Ramp Automated Parking Equipment
Category Parking Operations
Type Multi-Phase
Total Project Cost:$800,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
800,000400,000 400,000EQUIPMENT
400,000 400,000 800,000Total
Total20212022202320242025Funding Sources
800,000400,000 400,000PARKING FUND
400,000 400,000 800,000Total
Description
Project to replace all LED fixtures in the Court Street Transportation Center, Capitol Street ramp, Dubuque Street ramp, Tower Place ramp, Chauncey Swan Ramp,
and fixtures in other facilities as they age out of production.
Project #T3025
Priority Essential (2)
Justification
LED technologies have evolved since our early adoption in our parking facilities nearly a decade ago. Many of the early-style fixtures need to be replaced. This
project will replace the fixtures in the Court Street Transportation Center in 2021 (using funds approved for Capitol St in 2020), Capitol Street and Dubuque Street
facilities in 2022, and Tower Place and Chauncey Swan facilities in 2023. The fixtures in the CSTC have failed at a faster pace than expected prompting the
request to reallocate the 2020 funds.
Budget Impact/Other
It will cost approximately $10,000 in staff time to replace all fixtures in the Capitol Street facility. The impact on the operating budget is negligible.
Useful Life 10 years
Project Name Replacement of LED fixtures in Parking Facilities
Category Parking Operations
Type One Phase
Total Project Cost:$575,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
475,000270,000 205,000CONSTRUCTION
270,000 205,000 475,000Total
Prior
100,000
Total
Total20212022202320242025Funding Sources
475,000270,000 205,000PARKING FUND
270,000 205,000 475,000Total
Prior
100,000
Total
603
Description
This project will modify the existing drainage pipe network and divert storm water from the upper decks to the exterior of the structure rather than routing it through
the lower level.
Project #T3026
Priority Critical (1)
Justification
The lower level of Tower Place Parking Ramp repeatedly floods during high intensity rain events causing significant property damage.
Budget Impact/Other
There is no anticipated impact to the operating budget.
Useful Life 50 years
Project Name Tower Place Drainage Modifications
Category Parking Operations
Type One Phase
Total Project Cost:$237,500
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
50,00050,000PLANNING/DESIGN
150,000150,000CONSTRUCTION
15,00015,000INSPECTION
7,5007,500ADMINISTRATION
15,00015,000CONTINGENCY
237,500 237,500Total
Total20212022202320242025Funding Sources
237,500237,500PARKING FUND
237,500 237,500Total
604
Description
This project involves the construction of a new transit facility for maintenance operations and storage. As part of this project, the storage area will be expanded
allowing for an increase in fleet size and the maintenance facility will be upgraded. The relocation will address the environmental issues that exist at the current
facility and allow for the redevelopment of a major commercial site at the corner of Highway 6 and Riverside Drive.
Project #T3055
Priority Essential (2)
Justification
The current tranist maintenance facility has outlived its useful life and is in need of replacement. The facility has structural issues from the surrounding area, and a
new facility will improve the delivery of service. The new facility would be eventually be consolidated with Equipment Services into one facility to better utilize
space and be more cost effective. Grants are being sought to assist in the construction.
Budget Impact/Other
The replacement of transit maintenance facility should be to a newer and more energy efficient facility, however, the new facility will be larger and contain more
operational functionality. The additional size and capability of the facility will most likely offset the potential savings from a newer and more efficient facility.
Additional savings/cost from this facility has not been determined.
Useful Life 40 Years
Project Name Transit Maintenance Facility Relocation
Category Transit Operations
Type One Phase
Total Project Cost:$20,200,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %20%
GRANTEE FTA
TIF DISTRICT None
PLAN Transportation Plan
Status Active
Total20212022202320242025Expenditures
200,000200,000PLANNING/DESIGN
20,000,00020,000,000CONSTRUCTION
200,000 20,000,000 20,200,000Total
Total20212022202320242025Funding Sources
100,000100,000EQUIPMENT FUND
16,000,00016,000,000FEDERAL GRANTS
4,100,000100,000 4,000,000TRANSIT FUND
200,000 20,000,000 20,200,000Total
605
Description
This project will allow for the purchase of bus shelters to replace shelters in need of extensive repair as well as allow for new bus shelter installations.
Project #T3059
Priority Essential (2)
Justification
Many of the existing bus shelters have exceeded their useful life and are in need of replacement. In additon, we have received multiple requests for the installation
of bus shelters in high ridership areas.
Budget Impact/Other
There will be no additional staff needed for this purchase and no additional costs will be incurred in our operating budget.
Useful Life 10 years
Project Name Transit Bus Shelter Replacement & Expansion
Category Transit Operations
Type Multi-Phase
Total Project Cost:$350,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
150,00050,000 50,000 50,000OTHER
50,000 50,000 50,000 150,000Total
Prior
200,000
Total
Total20212022202320242025Funding Sources
150,00050,000 50,000 50,000TRANSIT FUND
50,000 50,000 50,000 150,000Total
Prior
200,000
Total
Description
To improve pedestrian safety and traffic flow at the downtown interchange and improve amenties at transit stops throughout the community as recommended
through the 2019-2020 Transit Study planning process.
Project #T3067
Priority Essential (2)
Justification
Both the Climate Action Plan and the Strategic Plan calls for an evaluation of the transit system to improve the transit system to meet a greater number of residents
needs, increase transit ridership, and improve amentities.
Budget Impact/Other
Additional amenities will require additional annual staff time for refuse pickup, cleaning shelters, repairing shelters, and snow removal. The estimated annual
increase in operating expenditures is $10,000 to $15,000 per year.
Useful Life 25 years
Project Name Transit Interchange and Bus Stop Improvements
Category Transit Operations
Type Multi-Phase
Total Project Cost:$200,000
Contact Dan Striegel
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20212022202320242025Expenditures
20,00020,000PLANNING/DESIGN
80,00080,000CONSTRUCTION
100,000 100,000Total
Prior
100,000
Total
Total20212022202320242025Funding Sources
100,000100,000TRANSIT FUND
100,000 100,000Total
Prior
100,000
Total
606
Project Name Description Unfunded Amt
1 - Bridges
1 IOWA AVENUE CULVERT This project will include the removal and replacement of the
existing reinforced concrete box culvert with a new three-
sided arch culvert. The project will also include removal and
replacement of slope protection adjacent to the bridge on
Ralston Creek, removal and replacement of street pavement
and sidewalk, and site restoration.
$3,500,000
2 F STREET BRIDGE This project involves the removal and replacement of the
existing corrugated metal arch bridge with a larger bridge.
$773,000
3 FOURTH AVENUE BRIDGE This project will replace the bridge over the South Branch of
Ralston Creek at Fourth Avenue and will include sidewalks.
Possibility of approximately $75,000 state funding.
$773,000
4 SIXTH AVENUE BRIDGE This project involves the removal and replacement of the
existing twin box culvert with a larger bridge.
$773,000
5 THIRD AVENUE BRIDGE This project will include the removal and replacement of the
existing concrete bridge with a new single-span reinforced
concrete box culvert. The project will also include removal
and replacement of slope protection adjacent to the bridge on
Ralston Creek South Branch, removal and replacement of
street pavement, and storm sewer improvements.
$650,000
2 - Streets
6 BENTON STREET - ORCHARD
TO OAKNOLL
This is a capacity related improvement identified by the
Arterial Street Plan.
$5,150,000
7 BROOKLAND PARK DRIVE
REHABILITATION
This project will include reconstruction of Brookland Park
Drive and updates to utilities.
$1,450,000
8 DODGE ST - BURLINGTON TO
BOWERY
Street reconstruction and storm sewer improvements. This is
a joint project with the IDOT.
$13,250,000
9 DUBUQUE RD PAVING -
BRISTOL TO DODGE
Reconstruct and upgrade to urban cross sections.$1,339,000
10 DUBUQUE STREET ACCESS
ROAD AND TRAFFIC SIGNAL
This project will construct an access drive from the north end
of Laura Dr to Dubuque Street, south of the Interstate 80 /
Dubuque St interchange. May also facilitate a second means
of access from the Peninsula area to Dubuque St.
$2,000,000
11 EMERALD STREET DIAMOND
GRINDING
This project will diamond grind all of Emerald Street to
remove the slab warping that interferes with the use of this
street by fire trucks.
$212,000
12 GILBERT / US 6 INTERSECTION
LEFT TURN LANES
Reconstruct the intersection of Gilbert & US 6 to include dual
left turn lanes on Gilbert St.
$4,840,000
13 GILBERT ST IAIS UNDERPASS This project relocates the sidewalks of the Gilbert St.
underpass at the IAIS Railroad. The sidewalks are moved
further from the street and existing erosion problems are
addressed.
$327,000
14 OLD HWY 218 STREETSCAPE Streetscape improvements on Old Hwy 218 entrance -
Sturgis Ferry Park to US Hwy 6. This project includes
landscaping, lighting and sidewalk improvements. The
project should be coordinated with Sturgis Ferry Park
upgrade and /or Riverside Drive Redevelopment project.
$812,000
15 HIGHWAY 965 EXTENSION This project will be initial phase of constructing Hwy 965
extended from the south side of Hwy 218 to Melrose Avenue
to arterial standards.
$9,167,000
City of Iowa City
Capital Improvement Program
Unfunded Projects
607
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
16 MCCOLLISTER - SYCAMORE ST
TO SCOTT BLVD
Extend proposed McCollister Boulevard from Sycamore
Street to Scott Boulevard.
$9,088,000
17 MUSCATINE AVENUE
RECONSTRUCTION, IOWA TO
FIRST AVE
This project will reconstruct Muscatine Avenue from Iowa
Avenue to 1st Avenue.
$10,510,000
18 OAKDALE BLVD This project would construct an extension north across I-80 to
a new intersection with Iowa Hwy 1.
$15,000,000
19 OAKDALE BLVD-HWY 1 TO
PRAIRIE DU CHIEN RD
This project would construct Oakdale Blvd from Hwy 1, west
to Prairie Du Chien Road.
$8,240,000
20 PENINSULA SECONDARY
ACCESS ROAD
This project will establish a more reliable access to the
Peninsula neighborhood by either elevating Foster Rd from
Laura Dr to No Name road by creating a secondary access to
the area. This project will not be necessary if the Taft
Speedway Levee Project is constructed.
$2,883,000
21 RIVERSIDE DRIVE
STREETSCAPE
Phases II to V of the South Riverside Drive Streetscape
Master Plan, which includes improvements to the west side of
Riverside Drive from Benton to Hwy 6 and the east side of
Riverside from Myrtle to Hwy 6. Project includes
consolidation of driveways, undergrounding of utilities, and
installation of sidewalks and landscaping.
$2,650,000
22 ROHRET RD IMPROVEMENTS-
LAKESHORE TO LIMITS
Project will reconstruct Rohret Rd to urban standards.$1,813,000
23 SOUTH GILBERT STREET
IMPROVEMENTS
Reconstruction from Benton Street to Stevens Drive. This
project does not include improvements to the Gilbert St. /
Highway 6 intersection.
$4,326,000
24 SOUTH ARTERIAL AND
BRIDGE, US218 TO GILBERT
STREET
Construction of a south arterial street and bridge over the
Iowa River, connecting from Old Hwy 218/US 218
interchange on the west side of the Iowa River to Gilbert
Street/Sycamore 'L' intersection .
$15,987,000
25 SYCAMORE-HWY 6 TO
HIGHLAND
This project involves additional lanes to improve capacity and
storm sewer improvements.
$750,000
26 SYCAMORE STREET - EAST-
WEST LEG FROM "L" TO SOUTH
GILBERT
This project will reconstruct Sycamore Street to arterial
standards using the Complete Streets Policy. This phase will
be the east-west leg of Sycamore Street.
$3,040,000
27 TAFT AVENUE – HERBERT
HOOVER HWY TO LOWER
WEST BRANCH
Reconstruct Taft Avenue from Herbert Hoover Hwy to Court
Street.
$3,300,000
28 TAFT AVENUE – AMERICAN
LEGION ROAD TO 420TH
STREET
Reconstruct Taft Avenue from American Legion Road to
Herbert Hoover Hwy.
$8,200,000
29 LAURA DRIVE
RECONSTRUCTION
Reconstruction of entire length of Laura Drive to standard two
lane width with curb, storm sewer and sidewalk.
$2,000,000
30 LINN STREET
RECONSTRUCTION,
BURLINGTON TO IOWA
This project is part of the downtown streetscape master plan.
This project reconstructs Linn Street from Burlington Street to
Iowa Avenue. Project also improves sidewalk pavement,
addresses critical update to water main, replaces and
relocates storm sewer between Washington & Iowa.
$1,935,000
31 CLINTON STREET
STREETSCAPE
Improve Clinton Street Streetscape south of Burlington Street
consistent with the Riverfront Crossings Plan. Minor
pavement improvements and lane striping a part of project.
$1,500,000
608
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
32 KIMBALL ROAD
RECONSTRUCTION
Reconstruct Kimball road from N. Gilbert Street to N.
Governor Street. Project includes 22 foot wide PCC street
and a 5 foot wide sidewalk on one side of the street, new 8"
DIP water main, new storm sewer, and sanitary service
improvements.
$3,480,000
33 INTERSTATE 80 AESTHETIC
IMPROVEMENTS
Landscaping and aesthetic treatments in the Interstate 80
corridor. The objective of this project is to mitigate the visual
impact of the addition of a third lane to I-80 and to provide
cohesive and pleasing feel to the Iowa City corridor.
$300,000
34 TOWNCREST DRIVE
RECONSTRUCTION
A private street that the property owners would dedicate the
right of way to the City, and the City will reconstruct. Parking
along and adjacent to the right of way will be reconfigured to
better facilitate vehicle movement and pedestrian safety.
$600,000
35 GILBERT STREET FUNCTIONAL
DESIGN - HWY 6 TO
KIRKWOOD
Obtain consulting services to provide a functional design of
Gilbert Street between Hwy 6 & Kirkwood Avenue. The
functional design should take into account all previous design
work completed for the corridor.
$60,000
3 - Transportation Services
36 ROCK ISLAND RAILROAD
DEPOT RESTORATION
Preparation of Old Rock Island Railroad Depot for Amtrak
service, including platform construction, lighting, utilities,
passenger information display, ticketing kiosks, canopy,
warming shelter, signage, parking, and accessibility
improvements.
$5,381,000
37 CAPITOL & DUBUQUE STREET
PARKING RAMP FAÇADE
IMPROVEMENTS
To construct façade improvements on the Capitol Street and
Dubuque Street parking ramps to improve their aesthetic
appearance in these high profile, high traffic areas.
$1,000,000
4 - Ped & Bike Trails
38 IOWA RIVER TRAIL, HIGHWAY 6
TO STURGIS FERRY PARK
This project will extend the Iowa River Trail from just north of
Highway 6 to Sturgis Ferry Park on the west side of the Iowa
River.
$1,180,000
39 IOWA RIVER TRAIL, GATEWAY
SEGMENT
Construction of a trail extension adjacent to (east) of the Iowa
River between Park Road and the University of Iowa
pedestrian bridge.
$500,000
40 WINDSOR RIDGE TRAIL
EXTENSION
The project includes the extension of a 10' wide trail along
north Branch of Snyder Creek from Scott Boulevard to
American Legion Road.
$1,200,000
41 OLD HIGHWAY 218 TRAIL/WIDE
SIDEWALK
This project will construct an 8' wide sidewalk adjacent to Old
Highway 218 between Sturgis Ferry Park and McCollister
Boulevard.
$550,000
42 CRANDIC RAILROAD RAILS-TO-
TRAILS PROJECT
The project removes the existing Crandic tracks and
repurposes the existing corridor for a 10' multi-use trail
approximately between Oakdale Boulevard in Coralville to
Gilbert Street in Iowa City (approximately 6.1 miles). Iowa
City's portion of the project is approximately 1.75 miles.
$1,575,000
43 MYRTLE AVE SIDEWALK INFILL The project will construct sidewalk along the north side of
Myrtle Avenue between Greenwood Drive and Olive in order
to fill in a gap in the City’s sidewalk network.
$155,000
44 SOUTHGATE AVE IOWA RIVER
TRAIL CONNECTOR
This project will construct a trail connection along Southgate
Avenue from Gilbert Street to the Iowa River Trail.
$250,000
609
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
45 WILLOW CREEK TRAIL - PHASE
III
Construct a trail from Willow Creek Drive, under Highway
One, around perimeter of airport, to connect with Iowa River
Corridor (IRC) Trail.
$870,000
46 WILLOW CREEK TRAIL-WEST Connect Willow Creek Trail from its current west terminus via
a tunnel under Highway 218, to connect with the trail in
Hunters Run Park and further west.
$2,814,000
5 - Wastewater
47 NORTH BRANCH DAM TRUNK
SEWER
This project extends easterly along Ralston Creek from the
North Branch Dam to Scott Boulevard.
$3,860,000
48 NORTHEAST TRUNK SEWER Reconstruction of an under-sized sewer through the northeast
neighborhoods.
$5,221,000
49 SANITARY SEWER EXTENSION -
SCOTT TO HICKORY TRAIL
This project includes the design and construction of a sanitary
sewer trunk extension between Scott Boulevard and Hickory
Trail.
$790,000
50 NEW COLD STORAGE
BUILDING
Construct 90' by 40' covered roof area with open side similar
to the Sludge Storage area. Building to be the same
dimension of the existing cold storage building.
$340,000
51 GEO-THERMAL HVAC
CONVERSION
Project would include the conversion of the HVAC system to
Geo-Thermal. Installation of Geo-thermal loops, new pump
systems, new chiller, and improved controllers required to
operate the system.
$300,000
6 - Water
52 WEST SIDE GROUND
STORAGE RESERVOIR
Construction of a two million gallon ground or elevated
storage reservoir with associated pumping station and
generator west of US-218. Current land acquired for this
reservoir is southeast of the Slothower Rd at Hebl Ave
intersection.
$4,000,000
53 NUTRIENT REMOVAL PROJECT This project will be for the reduction of dissolved nutrients (i.e.
nitrates) in the source water. The project is preceded by a
study. The study will review treatment technology options
(i.e. reverse osmosis, biological treatment) and the long-term
viability of continued lime softening.
$700,000
54 COLLECTOR WELL #1
REHABILITATION
Clean two of the existing laterals and cap one existing lateral
of Collector Well #1. Install two new 12-inch laterals to
increase the production capacity of this raw water well.
$1,000,000
55 WATER TREATMENT PLANT
FILTER #6 BUILDOUT
Add underdrains, granular media, controls, and
instrumentation to filter bay #6. This bay was left unfinished
to allow for future expanded production. The project will also
repair or replace a number of filter control valves. The project
will be informed by the Treatment Study.
$1,500,000
56 WELL FIELD ELECTRICAL
CABLE REPLACEMENT
Replace aging medium voltage (13,200V) cabling and install
communication fiber to wells at the Water Plant and
Peninsula sites.
$1,000,000
57 LEE/HIGHWOOD STREET
WATER MAIN REPLACEMENT
This is a water main replacement project with respective
street and sidewalk replacement at Lee Street and Highwood
Street. Approximately 550 feet of 6" cast-iron pipe (vintage
1951) will be replaced with 6" PVC pipe. Approximately 300
feet of PVC will be installed where no pipe has existed
previously.
$195,500
610
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
58 DEFOREST AVE WATER MAIN
REPLACEMENT
Approximately 500 feet of 6-inch cast-iron pipe (vintage 1958)
will be replaced with 500 feet of 8-inch PVC on the 900 block
of Deforest Avenue.
$350,000
59 GIBLIN DRIVE WATER MAIN
REPLACEMENT
This is a water main replacement project with respective
street and sidewalk replacement. Approximately 620 feet of 6-
inch cast-iron pipe (vintage 1953) will be replaced with 8"
PVC.
$246,350
60 SIXTH AVENUE WATER MAIN
REPLACEMENT
This is a water main replacement project with respective
street and sidewalk replacement. Approximately 650 feet of 6-
inch cast-iron pipe (vintage 1974) will be replaced with 8"
PVC.
$340,000
61 WATER PLANT SOFTENER
IMPROVEMENTS
Automate manual operating procedures, motorize
concentrator adjustment and motorized valve adjustor for the
small influent valve. This project will be informed by the
Treatment Study
$75,000
62 WELL HOUSE & GENERATOR
BUILDING ROOF
REPLACEMENT
Replace the roofs on the 5 collector wells, 3 deep wells, and
emergency generator building.
$500,000
63 LIME LAGOON OUTLET
STRUCTURE MODIFICATIONS
Modify the lagoon outlet structure to an open channel design.
This project will be informed by the Treatment Study.
$500,000
64 MARKET STREET WATER MAIN -
MADISON TO CLINTON
Extend 20-inch water main from Madison to Clinton on Market
St. Tie in 12-inch on Clinton St. to 16-inch at Bloomington St.
This project will be preceded by the abandonment of the 20-
inch main along the old Davenport St right-of-way between
dormitories.
$1,400,000
65 BLOOMINGTON GSR
DECOMMISSIONING
Decommission the Bloomington ground storage reservoir
within the University of Iowa Campus Parking Ramp and
return the space to the University of Iowa per the associated
28E agreement. The 28E agreement expires on December
31, 2038. (Resolution No. 88-176)
250,000$
66 SODA ASH REPLACEMENT Remove the existing soda ash and ammonia chemical feed
systems. Replace the existing powdered soda ash feed
system with a liquid soda ash feed. The use of soda ash is
to increase alkalinity of the source water for lime softening
purposes. This is necessary if drawing from the river. This
project will be informed by the Nutrient Study.
1,000,000$
67 SAND PIT PUMPING STATION
REHABILITATION
Clean and inspect the laterals of the Sand Pit Pumping
Station. Replace and repair the lateral isolation valves and
operators.
250,000$
68 EAST SIDE WATER TOWER Construct a two million gallon ground or elevated storage
reservoir within the East Pressure Zone.
4,000,000$
69 SYCAMORE GSR
REPLACEMENT
Replace the two million gallon ground storage reservoir
located on Sycamore Street with a ground or elevated two
million gallon storage tank along McCollister Blvd.
4,000,000$
70 EMERALD AND ROCHESTER
GSR IMPROVEMENTS
Upgrade or expand the buildings at the Emerald and
Rochester ground storage reservoirs. Add a third pump to
both ground storage reservoirs. Replace the backup
generators at both ground storage reservoirs.
1,500,000$
71 MELROSE & WESTGATE 16-
INCH WATER MAIN
Install 16-inch water main parallel to the existing water main
on Melrose Ave from Dublin Rd to Westgate St and on
Westgate St from Melrose Ave to Benton St. This project
would reduce velocity headloss from the Emerald ground
storage reservoir to customers west of US-218, increasing
service pressure. This project will be evaluated by hydraulic
modeling after the West Side GSR project is completed.
4,000,000$
611
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
72 BULK WATER STATION AT
PUBLIC WORKS FACILITY
Construct a new bulk water filling station on the Public Works
Campus to replace the station to be demolished at the
existing Equipment / Transit site.
150,000$
73 LIGHTING UPGRADES TO LED Upgrade aging water treatment facility lighting to LED's 250,000$
74 CONSTRUCT NEW COLLECTOR
WELL #3
Add an additional radial collector well for high quality source
water production. The project will need to be a hydrogeologic
study and cost/benefit analysis between adding collector
laterals to existing collector wells or constructing a new
collector well.
4,000,000$
75 HVAC SYSTEM REPLACEMENT
& REMOVE PROCESS AREA
HEATERS
Replace and upgrade aging HVAC equipment and controls at
the water treatment facility. Remove gas overhead heaters
and associated gas lines, electrical, and exhaust piping. The
heaters are not used and in time pose a safety hazard.
1,000,000$
76 SHOP AND CHEMICAL
STORAGE ROOF
REPLACEMENTS
Replace the adhered membrane roof on the water treatment
facility garage and chemical storage sections.
300,000$
77 TEETERS CT WATER MAIN
REPLACEMENT
Replace approximately 410 linear feet of 6-inch 1950 cast iron
water main on Teeters Ct. The water main has experienced
three main breaks and services Lincoln Elementary.
125,000$
78 HWY 6 (INDUSTRIAL PARK RD
TO RIVERIA)
Replace approximately 1,400 linear feet of 12-inch 1971
ductile iron water main on Highway 6. The water main has
experienced two water main breaks. Due to the size of the
water main, it's proximity to the Sycamore reservoir, and 16-
inch water main on the north side of Highway 6, breaks tend
to cause large system disruptions.
450,000$
79 RESEAL WATER TREATMENT
PLANT EXTERIOR
Reseal the concrete exterior of the water treatment plant
facility.
100,000$
80 SOUTHLAWN DR WATER MAIN
REPLACEMENT
Replace approximately 1,100 linear feet of 6-inch 1962 cast
iron water main on Southlawn Dr (800-900 blk). The water
main has experienced 10 main breaks and services Lucas
Elementary.
400,000$
7 - Stormwater
65 CARSON LAKE REGIONAL
STORM WATER
Construction of a regional storm water management facility
on the middle branch of Willow Creek immediately west of
Highway 218. This facility will serve development west of
Highway 218 and south of Rohret Road. Rohret South Sewer
project is a prerequisite.
$1,160,000
66 RIVERFRONT CROSSINGS
STORM SEWER
Storm sewer improvements in the Central Crossings Sub-
District .
$1,375,000
67 IOWA AVENUE CULVERT
REPAIRS
This project will repair a box culvert that carries Ralston
Creek under Iowa Avenue.
$348,000
68 N. BRANCH BASIN
EXCAVATION
Aerial mapping done for the update to the flood plain maps
revealed that sedimentation has consumed a portion of the
capacity of the facility. This basin is located in Hickory Hill
Park.
$135,000
69 OLYMPIC COURT STORM
WATER
Storm sewer retrofit to relieve localized flooding from storm
water runoff.
$464,000
70 SUNSET STREET STORM
SEWER
The area just north and south of Kineton Green, east of
Sunset, has experienced back yard flooding and drainage
problems.
$440,000
612
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
71 RIVERSIDE DRIVE & ARTS
CAMPUS STORM SEWER
This will be a joint project with the University of Iowa to
upgrade the Riverside Drive / Arts Campus storm sewer and
lift station to perform better during future floods.
$1,000,000
8 - Parks & Recreation
72 RECREATION / AQUATIC
CENTER
As recommended in the Parks and Recreation Master Plan,
construct a major new Recreation & Aquatic Center, probably
in the western part of Iowa City.
$16,000,000
73 MERCER PARK POOL
IMPROVEMENTS
This project would include the replacement of the two pool
bulkheads, deck tile, dive stands, and the renovation of the
women's locker room from a shared shower space to two
separate shower spaces.
$500,000
73 WATERWORKS PARK BOAT
RAMP
This project is to add a boat ramp to access the Iowa River in
the northeast corner of Waterworks Park. Improvements
include a boat ramp, boat trailer parking, a boat dock, and an
access road.
$250,000
74 RIVERFRONT CROSSINGS
PARK - PHASE 4
Phase 4 of the Riverfront Crossings Park master plan adds a
new river access, an amphitheater, a kayak launch, and new
river trails.
$1,353,000
75 RIVERFRONT CROSSINGS
PARK RESTROOM & BRIDGE
Construction of second restroom/shelter by Nature Play and
second bridge to 2nd Street; also includes removing an
abandoned trunk sewer line.
$910,000
76 GILBERT STREET/PARK MAINT
SHOP BOAT RAMP
Addition of an accessible boat access to the Iowa River from
the parking lot at the Park Maintenance Shop.
$245,000
77 IOWA RIVER TRAIL, BENTON
TO HIGHWAY 6
This project will extend the Iowa River Trail from Benton St to
Highway 6, on the west side of the Iowa River. Future
phases of the trail could extend to Stergis Ferry Park and on
top of the west side levee to McCollister Blvd.
$1,700,000
78 SAND PRARIE ENHANCEMENT Take steps to clear, re-seed and perform low impact
development on the 38 acre sand prairie and adjacent
McCollister property acquired in 2004/05.
$273,000
79 MERCER PARK BALL DIAMOND
#4 RENOVATION
This project would reconfigure ball diamond #4 at Mercer
Park to realign the field to a NW orientation. This would
include the removal of the existing field, fencing, and
spectator areas.
$374,000
80 KICKER'S PARK PLAYGROUND
REPLACEMENT
Replace playground #1 at Kickers Athletic Complex as it is
reaching the end of projected serviceable life. Project also
adds ADA compliant paths.
$185,000
81 N. MARKET SQUARE
PLAYGROUND REPLACEMENT
Replace playground at North Market Square Park. This
includes replacing rubber mat surface with engineered wood
fiber. Adjacent elementary school playground has poured in
place surfacing.
$350,000
82 RENO STREET PARK
RENOVATIONS
Replace playground at Reno Street Park. Add ADA compliant
paths, park furnishings and fence to community garden.
$240,000
83 CALDER PARK PLAYGROUND
REPLACEMENT
Replace the playground at Calder Park. Site constraints keep
this as a smaller piece of equipment.
$135,000
84 SECOND PARKING LOT AT
ASHTON HOUSE
Provides for additional parking on the north side of the Ashton
House to support larger events at the facility.
$300,000
85 LOWER CITY PARK MASTER
PLAN IMPROVEMENTS
Implement changes to make the park more resilient to
flooding. Follows from the 2015 master plan.
$23,268,522
613
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
86 EAST SIDE SPORTS COMPLEX
IMPROVEMENTS
Build out of a new 73 acre park on the City’s east side. The
park includes expansion of various field sports as well as
serves as a neighborhood amenity. Follows from the 2015
master plan.
$14,034,794
87 TERRY TRUEBLOOD
RECREATION AREA PARKING
EXPANSION
Expansion of the parking areas with addition of 100 parking
spaces at the Terry Trueblood Recreation Area lodge and
lake.
$225,000
9 - Other Projects
88 BURLINGTON STREET MEDIAN Construct the Burlington Street median from Gilbert Street to
Madison Street. Project includes relocation of water and
sewer utilities. This project will require a traffic signal
preemption system. (Part of the Riverfront Crossings
amendment to City-University URA).
$1,973,000
89 CEMETERY COLUMBARIUM Construction of a columbarium.$405,000
90 CITY HALL RELOCATION Relocate and expand / modernize City Hall and City Council
Chambers.
$12,000,000
91 POLICE EVIDENCE STORAGE
FACILITY
Construction of a permanent evidence storage facility.$929,000
92 CENTRAL POLICE STATION
RELOCATION
Relocate and expand / modernize Central Police Station.$19,000,000
93 FIRE STATION #1 RELOCATION Relocate and expand / modernize Central Fire Station #1.$11,593,000
94 FIRE STATION #5 Construction of Fire Station #5 in the South Planning District.$2,898,000
95 FIRE STATION #6 Construction of Fire Station #6 in the Southwest Planning
District.
$2,898,000
96 FLOOD BUYOUTS This project will provide funds for the purchase of houses in
designated flood hazard buyout areas after FEMA and CDBG
buyout programs have ended.
$530,000
97 RIVERSIDE DRIVE
REDEVELOPMENT
This project includes methane abatement, excavation, and fill
at the 7 acre site owned by the City at Riverside Dr. and Hwy
6. This site preparation would allow for marketing of this
property for commercial development.
$2,527,000
98 AIRPORT EQUIPMENT
SHELTER
Snow removal equipment was previously stored in United
Hangar. Equipment Shelter would provide enclosed storage
for equipment.
$337,500
99 AIRPORT PERIMETER ROAD Construction perimeter road for maintenance and fueling
vehicles to travel to south development area.
$267,700
100 SOUTH AIRPORT SITE
DEVELOPMENT
South General Aviation area site development with access
roadway and utilities.
$2,125,100
101 HANGAR A DOOR
REPLACEMENT
Hangar A door replacement; hangar A has 10 doors to be
replaced.
$200,000
102 SUMMIT STREET HISTORIC
PLAN
Streetscape and intersection elements through Summit Street
Historic District.
$302,000
103 TRAFFIC SIGNAL PRE-EMPTION
SYSTEM
This project will install a city-wide Geographic Information
System based traffic signal pre-emption system for
emergency vehicles. This system is necessary if the
Burlington St Median Project is constructed between Madison
St and Gilbert St.
$1,221,000
614
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
104 IOWA INTERSTATE RAILROAD
QUIET ZONES
The Quiet Zones project would be for design and
implementation of required upgraded warning devices and
physical infrastructure (medians and gates) for four at-grade
street crossings. The upgrades would improve safety at each
crossing and reduce the need for trains to sound their horns.
$1,000,000
105 BURLINGTON STREET DAM Modification of the Burlington Street Dam to address public
safety concerns, improve riverbank stability, improve fish
habitat, and create recreational opportunities.
$6,435,000
TOTAL - UNFUNDED PROJECTS 332,152,466$
615
616
Health Insurance Reserve
INTERNAL SERVICE FUNDS
Equipment
Risk Management
Information Technology Services
Central Services
Dental Insurance Reserve
F
Y
2
0
2
2
617
618
EQUIPMENT FUND
The Equipment Fund is an internal service fund created to account for the City’s fuel facility,
maintenance of the City’s vehicle and equipment fleet, and the accumulation of funds for the
replacement of vehicles and equipment. During fiscal year 2018, the accounting for the City’s
non-public safety backup radio system was moved from the Central Services Fund to the
Equipment Fund.
Internal customers and departments and other local governments are charged labor and parts
for the cost to repair vehicles and equipment by the City’s fleet maintenance division. Those
charges are designed to cover the division’s actual cost of service. Fuel has also been charged
at actual cost, however, starting in fiscal year 2015 a fuel surcharge was added to accumulate
savings for the future replacement of the new fuel facility. These funds are reported in the
replacement reserve assigned fund balance.
The Equipment Fund also charges departments for the replacement cost of their vehicles and
equipment. These charges are calculated at the estimated replacement cost less the estimated
resale value of the piece of equipment. Purchases of new vehicles and equipment are
budgeted in the departmental budgets. When new equipment is added, the departments are
then charged by the reserve for their future replacement.
The graph below represents the Equipment Fund’s actual and projected fund balances.
(1)FY21 – FY23 are estimates.
619
The Equipment Fund’s unassigned fund balance is budgeted to decrease in fiscal year 2021 by
$55,778 or 1.8% from fiscal year 2020. This budgeted decrease is directly related to the
anticipated purchase of land in fiscal year 2021 to site a new equipment maintenance facility.
Unassigned fund balance continues to trend upward, however, growing to $2,845,932 in fiscal
year 2022 and $3,439,700 in fiscal year 2023. This increase is primarily due to an annual
operating surplus.
Total fund balance is projected to be $16,081,208 in fiscal year 2021, a decrease of $1,162,578
or 6.7% over the previous fiscal year. The decrease in fund balance is due to an increase in
spending for equipment and vehicle replacement. In fiscal year 2022, the total fund balance is
expected to grow by $1,460,323 or 9.1% which is due to an increase in the equipment
replacement reserves. Fund balance growth is expected to continue into fiscal year 2023.
620
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 13,165,375$ 13,604,406$ 15,667,564$ 17,243,786$ 16,081,208$ 17,541,531$
Revenues:
Use Of Money And Property
Interest Revenues 179,380$ 314,976$ 341,513$ 150,000$ 150,000$ 150,000$
Intergovernmental
Disaster Assistance 32 - - - - -
Local 28E Agreements 573,245 598,593 426,916 622,535 566,630 566,630
Charges For Fees And Services
Refuse Charges 1,060 539 989 540 700 700
Miscellaneous
Misc Merchandise - 2,625 - - - -
Intra-City Charges 5,912,686 6,201,971 6,241,672 6,570,062 6,787,361 6,923,108
Other Misc Revenue 7,843 2,649 - 300 - -
Other Financial Sources
Sale Of Assets 236,221 206,594 95,438 165,150 125,000 125,000
Sub-Total Revenues 6,910,467 7,327,947 7,106,528 7,508,587 7,629,691 7,765,438
Transfers In:
Misc Transfers In 78,088 258,485 - - - -
Sub-Total Transfers In 78,088 258,485 - - - -
Total Revenues 6,988,554$ 7,586,432$ 7,106,528$ 7,508,587$ 7,629,691$ 7,765,438$
Expenditures:
General Fleet Maintenance 3,290,623$ 3,409,141$ 3,210,295$ 4,447,279$ 3,780,216$ 3,868,128$
Non-Public Safety Radio System 33,136 37,480 31,912 37,166 33,027 33,688
Equipment Replacement Reserves 1,717,678 1,694,968 2,544,653 4,086,720 1,606,125 2,230,076
Sub-Total Expenditures 5,041,436 5,141,589 5,786,860 8,571,165 5,419,368 6,131,891
Transfers Out:
Capital Project Fund 1,508,088 381,685 (256,554) 100,000 750,000 -
Sub-Total Transfers Out 1,508,088 381,685 (256,554) 100,000 750,000 -
Total Expenditures & Transfers Out 6,549,524$ 5,523,274$ 5,530,306$ 8,671,165$ 6,169,368$ 6,131,891$
Fund Balance, June 30 13,604,406$ 15,667,564$ 17,243,786$ 16,081,208$ 17,541,531$ 19,175,078$
Adjusted Fund Balance, June 30 13,604,406 15,667,564 17,243,786 16,081,208 17,541,531 19,175,078
Restricted / Committed /Assigned 12,637,846 13,713,471 14,197,392 13,090,592 14,695,599 15,735,378
Unassigned Balance 966,559$ 1,954,093$ 3,046,394$ 2,990,616$ 2,845,932$ 3,439,700$
% of Revenues 14%26%43%40%37%44%
Equipment (8100 - 8101)
Fund Summary
621
EQUIPMENT OPERATIONS
The Equipment Division exists to ensure that City vehicles and major equipment operate safely,
reliably, and meet the needs of our staff while minimizing lifecycle cost. The Equipment Division
operates as an internal service fund.
General Fleet Maintenance
The Equipment Division provides repair, preventive maintenance and equipment management
services for all major City-owned vehicular equipment with the exception of Transit buses. Fueling
services are also the responsibility of the Division, along with acquisition of new
vehicles/equipment and disposal of replaced vehicles/equipment.
Non-Public Safety Radio System
The Equipment Division manages the non-public safety radio system including the back-up radio
tower and radio system maintenance contract. This activity was moved from Central Services in
fiscal year 2018.
Equipment Replacement Reserve
The Equipment Replacement Reserve is an account designated for vehicle/equipment
replacement only. A replacement charge is calculated and billed monthly using a formula applied
to the total cost to place the new asset in service. Factors in the calculation include initial asset
cost, life expectancy, expected salvage value and inflation. Exceptions to this replacement charge
are large fire apparatus and patrol vehicles which are budgeted within the respective departments.
HIGHLIGHTS
Recent Accomplishments:
Competed the hiring process of a new Assistant Equipment Superintendent, whose
predecessor had over 40 years of service with the Division
Upcoming Challenges:
Our Buyer I has announced her retirement plans for March/April 2021
Continue to explore funding sources for a new Equipment Maintenance Shop
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 10.75 11.75 12.00
622
Staffing Level Change Summary:
In the fiscal year 2022 budget, a 0.75 FTE Buyer I position was moved to a 1.0 FTE Buyer I
position.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2022 budget.
Financial Highlights:
Fuel continues to be the highest operating expense for the Fleet Maintenance activity. Primarily
due to lower fuel prices and COVID-19, total fuel expense in fiscal year 2020 was 28% lower
than fiscal year 2019, with a 10.5% decrease in the total quantity dispensed. Fuel is budgeted
at $1,329,933 in fiscal year 2022. Fuel is included within the Supplies expenditures.
Equipment replacement reserve capital outlay for expenditures in fiscal year 2022 total
$1,563,600 and in fiscal year 2023 total $2,186,700.
623
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Sale of Autos & Equipment $236,220 $206,595 $95,437 $175,000 $180,000
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Total Vehicles & Equipment
Maintained 564 566 571 578 585
Percent of Repairs Completed in
less than 1 Day 90.9%91.3%90.6%90.0%90.0%
Percent of Expenditures Contracted
with Outside Vendors 23.9%20.4%28.0%23.0%23.0%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Number of Hybrid Electric Vehicles
(HEV)4 3 3 5 8
Number of Battery Electric Vehicles
(BEV)2 5 7 9 13
Number of full-electric utility
vehicles. 3 3 3 3 3
Maintain City vehicles and equipment cost effectively and respond
to internal service requests in a timely manner.
Demonstrate Leadership in Climate Action
Increase the use alternative fuel vehicles within the City fleet.
As City vehicles and equipment are added and replaced, explore
opprtunities to bring more alternative fuel vehicles into the fleet.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Maximize Revenue from Surplus Vehicles/Equipment.
Promptly Dispose of all Replaced Units.
Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Serve Internal Customers Efficiently and Effectively.
624
Activity: General Fleet Maintenance (710510)Fund: Equipment (8100)
Division: Equipment Services Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues (18,542)$ 31,193$ 44,795$ -$ -$ -$
Intergovernmental
Disaster Assistance 24 - - - - -
Local 28E Agreements 573,245 598,593 426,916 622,535 566,630 566,630
Charges For Fees And Services
Refuse Charges 1,060 539 989 540 700 700
Miscellaneous
Misc Merchandise - 2,625 - - - -
Intra-City Charges 3,490,334 3,626,887 3,587,541 3,867,976 3,818,202 3,894,566
Other Misc Revenue 7,843 2,649 - 300 - -
Other Financial Sources
Sale Of Assets - - - 150 - -
Total Revenues 4,053,965$ 4,262,486$ 4,060,241$ 4,491,501$ 4,385,532$ 4,461,896$
Expenditures:
Personnel 1,028,304$ 1,068,456$ 1,091,450$ 1,146,135$ 1,230,759$ 1,267,682$
Services 501,090 453,057 574,799 523,164 544,586 555,478
Supplies 1,761,229 1,882,910 1,540,921 2,062,880 2,004,871 2,044,968
Capital Outlay - 4,718 3,125 715,100 - -
Total Expenditures 3,290,623$ 3,409,141$ 3,210,295$ 4,447,279$ 3,780,216$ 3,868,128$
Personnel Services - FTE 2018 2019 2020 2021 2022
Buyer I - Equipment 0.75 0.75 0.75 0.75 1.00
Equipment Shop Supervisor 1.00 1.00 1.00 1.00 1.00
Equipment Superintendent 1.00 1.00 1.00 1.00 1.00
Mechanic I - Equipment 2.00 2.00 2.00 3.00 3.00
Mechanic II - Equipment 3.00 3.00 3.00 3.00 3.00
Mechanic III - Equipment (Day) 1.00 1.00 1.00 1.00 1.00
Mechanic III - Equipment (Eve) 1.00 1.00 1.00 1.00 1.00
Parts/Inventory Clerk - Equip 1.00 1.00 1.00 1.00 1.00
Total Personnel 10.75 10.75 10.75 11.75 12.00
Capital Outlay 2021 2022
DEF dispensing Unit 60,000$ -$
Land for new equipment facility 650,000 -
Equipment GPS tracking sftware 5,100 -
Total Capital Outlay 715,100$ -$
Activity Summary
625
Activity: Non-Public Safety Radio System (710540)Fund: Equipment (8100)
Division: Equipment Services Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Miscellaneous
Intra-City Charges 33,077$ 36,384$ 17,713$ 37,166$ 33,027$ 33,688$
Total Revenues 33,077$ 36,384$ 17,713$ 37,166$ 33,027$ 33,688$
Expenditures:
Services 33,136$ 37,480$ 31,912$ 37,166$ 33,027$ 33,688$
Total Expenditures 33,136$ 37,480$ 31,912$ 37,166$ 33,027$ 33,688$
Activity: Equipment Replacement Reserves (710520)Fund: Equipment (8101)
Division: Equipment Services Department: Public Works
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 197,922$ 283,783$ 296,718$ 150,000$ 150,000$ 150,000$
Intergovernmental
Disaster Assistance 8 - - - - -
Miscellaneous
Intra-City Charges 2,389,274 2,538,700 2,636,419 2,664,920 2,936,132 2,994,855
Other Financial Sources
Sale of Assets 236,221 206,594 95,438 165,000 125,000 125,000
Total Revenues 2,823,425$ 3,029,077$ 3,028,574$ 2,979,920$ 3,211,132$ 3,269,855$
Expenditures:
Services 45,465$ 52,488$ 39,958$ 56,142$ 42,193$ 43,037$
Supplies 106 78 324 - 332 339
Capital Outlay 1,672,107 1,642,402 2,504,371 4,030,578 1,563,600 2,186,700
Total Expenditures 1,717,678$ 1,694,968$ 2,544,653$ 4,086,720$ 1,606,125$ 2,230,076$
Capital Outlay 2021 2022
Automobiles 29,200$ 38,600$
Other Vehicular Equipment 1,947,741 329,500
Snow Removal Equipment 22,000 263,100
Tractors 204,900 143,500
Other Vans & Trucks 1,826,737 788,900
Total Capital Outlay 4,030,578$ 1,563,600$
Activity Summary
Activity Summary
626
RISK MANAGEMENT FUND
The City is exposed to various risks of loss related to torts; theft of, damage to, and destruction
of assets; workplace accidents, errors and omissions; and natural disasters. During fiscal year
1988, the City established the Loss Reserve Fund, an internal service fund, to account for and
finance its uninsured risks of loss. Funds pay annual premiums to the Loss Reserve Fund
based on actuarial estimates of the amounts needed to pay prior and current-year claims and to
establish a reserve for catastrophic losses. Accumulated monies in the Loss Reserve Fund are
available to cover the self-insured retention amounts and any uninsured losses.
The Housing Authority Fund is insured under a separate policy with the Assisted Housing Risk
Management Association. All other funds participate in the Loss Reserve Fund. Nearly 93% of
the Risk Management Fund’s revenue is from internal service charges to the other funds for
annual premiums.
For the year ending June 30, 2021 the City has purchased property, liability, and workers’
compensation insurance under the program that provides for a $100,000 self-insured retention
per occurrence on property losses, a $500,000 self-insured retention per occurrence on liability,
and a $500,000 self-insured retention on workers’ compensation losses. Liability insurance
provides coverage for claims in excess of the aforementioned self-insured retention up to a
maximum of $12.0 million annual aggregate of losses paid. Settled claims have not exceeded
this commercial coverage in any of the past five fiscal years. The City will seek bids to renew or
replace its insurance coverage this spring for fiscal year 2022.
The fiscal year 2021 revised fund balance is $4,136,545 million which is $22,950 or .56% higher
than the fiscal year 2020 ending fund balance. The budgeted ending fund balance for fiscal year
2022 is $4,116,014, which is lower than the 2021 revised fund balance by .50%. The fund
balance is expected to remain stable and relatively flat over the next two years.
627
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 3,803,525$ 3,563,235$ 3,883,876$ 4,113,595$ 4,136,545$ 4,116,014$
Revenues:
Use Of Money And Property
Interest Revenues 52,449$ 94,222$ 77,257$ 45,000$ 25,000$ 25,000$
Miscellaneous
Intra-City Charges 1,551,399 1,543,692 1,578,080 1,579,000 1,579,000 1,610,580
Other Misc Revenue 103,426 34,027 85,713 22,580 85,680 85,680
Total Revenues 1,707,274$ 1,671,941$ 1,741,050$ 1,646,580$ 1,689,680$ 1,721,260$
Expenditures:
Risk Management Loss Reserve 1,947,564$ 1,351,299$ 1,511,332$ 1,623,630$ 1,710,211$ 1,746,726$
Total Expenditures 1,947,564$ 1,351,299$ 1,511,332$ 1,623,630$ 1,710,211$ 1,746,726$
Fund Balance, June 30 3,563,235$ 3,883,876$ 4,113,595$ 4,136,545$ 4,116,014$ 4,090,548$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 3,563,235$ 3,883,876$ 4,113,595$ 4,136,545$ 4,116,014$ 4,090,548$
% of Revenues 209%232% 236% 251%244%238%
Risk Management Reserve (8200)
Fund Summary
628
RISK MANAGEMENT OPERATIONS
The Risk Management Division is responsible for managing the City’s property and casualty risks
and selecting prudent and cost-effective solutions to minimize the financial impact of losses to the
City. Risk Management also coordinates the City’s safety and OSHA programs.
The Risk Management Division strives to:
Promote a safe and healthy work environment
Reduce costs related to accidents and injuries
Protect the resources and assets of the City of Iowa City
Manage in an efficient manner the City’s self-insured workers’ compensation, liability,
and property claims
HIGHLIGHTS
Recent Accomplishments:
Updated the Risk Management web page on icgov.org to allow individuals to submit a
claim against the City electronically
Documented the City’s safety program and procedures
Added close call reporting to the City’s intranet
Upcoming Challenges:
Implement monthly facility inspections
Maintain divisions that are on the City’s safety certification program
Insurance renewals
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 1.80 1.80 1.80
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget .
Service Level Change Summary:
There are no service level changes in the fiscal year 2022 budget .
Financial Highlights:
Risk Management total expenditures are budgeted to increase by $86,581 or 5.33% due to an
expected increase in claim payments in fiscal year 2022.
629
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Hours of safety training provided to employees
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
684 600 694 660 660
Injury Rate (percentage of workers injured in a given year)
CY 2017 CY 2018 CY 2019
CY 2020
Projected
CY 2021
Estimate
4.95% 3.39% 6.43% 5.50% 5.50%
Lost Day Rate (percentage of workers who missed work days due to work related injury)
CY 2017 CY 2018 CY 2019
CY 2020
Projected
CY 2021
Estimate
2.00% 1.36% 2.80% 2.50% 2.50%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Protect the resources and assets of the City of Iowa City.
Work with City divisions to protect employees from injury and
promote accident prevention.
630
Activity: Risk Management (310600)Fund: Risk Management Reserve (8200)
Division: Risk Management Department: Finance
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 52,449$ 94,222$ 77,257$ 45,000$ 25,000$ 25,000$
Miscellaneous
Intra-City Charges 1,551,399 1,543,692 1,578,080 1,579,000 1,579,000 1,610,580
Other Misc Revenue 103,426 34,027 85,713 22,580 85,680 85,680
Total Revenues 1,707,274$ 1,671,941$ 1,741,050$ 1,646,580$ 1,689,680$ 1,721,260$
Expenditures:
Personnel 205,288$ 206,855$ 225,630$ 224,737$ 231,035$ 237,966$
Services 1,734,371 1,105,130 1,201,012 1,362,119 1,457,189 1,486,333
Supplies 6,571 17,964 18,300 11,774 21,987 22,427
Capital Outlay 1,335 21,350 66,390 25,000 - -
Total Expenditures 1,947,564$ 1,351,299$ 1,511,332$ 1,623,630$ 1,710,211$ 1,746,726$
Personnel Services - FTE 2018 2019 2020 2021 2022
Administrative Secretary 0.25 0.25 - - -
Risk & Finance Assistant - - 0.25 0.25 0.25
Finance Director 0.05 0.05 0.05 0.05 0.05
Occ Safety & Trng Spec 1.00 1.00 1.00 1.00 1.00
Revenue & Risk Manager 0.50 0.50 0.50 0.50 0.50
Total Personnel 1.80 1.80 1.80 1.80 1.80
Capital Outlay 2021 2022
Vehicle 25,000$ -$
Total Capital Outlay 25,000$ -$
Activity Summary
631
INFORMATION TECHNOLOGY SERVICES FUND
The Information Technology Services (ITS) fund is an internal service fund that accounts for the
cost of providing computer and computer related services to the City’s departments. Those
services include personal computer support and replacement, network and internet support,
fiber optic networking, file server management, telephone administration and support, computer
programming and application support, and Geographical Information System (GIS)
administration and support.
Internal customers are charged annual service fees depending on the number of devices they
use, how many users they have, how many phone sets they have, how much storage they use,
and other factors. Internal customers are also responsible for budgeting funds for new
computer equipment; however, internal service charges are then charged by the ITS fund for
the service and replacement of that equipment. The ITS Fund includes a replacement reserve to
save and restrict funds for the replacement of computer equipment that costs more than $5,000.
The ITS fund has an estimated ending fund balance of $3,236,689 at June 30, 2021. This is a
decrease of $18,050 or less than one percent from fiscal year 2020. This decrease is due to an
increase in equipment replacement purchases.
Fund balance is expected to increase in fiscal year 2022 by $273,137 or 8.4%. This increase is
due to an increase in intra-city service charges especially for data storage, hardware
maintenance, and capital replacement. The estimated fund balance designated for equipment
replacement is $629,115 in fiscal year 2021 and $756,124 in fiscal year 2022.
632
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 2,539,464$ 2,799,531$ 2,992,006$ 3,254,739$ 3,236,689$ 3,509,826$
Revenues:
Use Of Money And Property
Interest Revenues 37,722$ 70,944$ 43,733$ 30,000$ 30,000$ 30,000$
Charges For Fees And Services
Misc Charges For Svc 16,128 18,274 17,423 18,270 17,420 17,420
Miscellaneous
Intra-City Charges 2,240,611 2,350,696 2,614,371 2,447,522 2,785,591 2,815,647
Other Misc Revenue 210 - 15,582 - - -
Other Financial Sources
Sale Of Assets 19 4,939 1,892 - - -
Sub-Total Revenues 2,294,690 2,444,853 2,693,000 2,495,792 2,833,011 2,863,067
Transfers In:
Misc Transfers In 282,494 504,734 8,890 - - -
Sub-Total Transfers In 282,494 504,734 8,890 - - -
Total Revenues 2,577,184$ 2,949,586$ 2,701,890$ 2,495,792$ 2,833,011$ 2,863,067$
Expenditures:
Information Technology 2,034,355$ 1,788,673$ 2,248,734$ 2,220,751$ 2,466,899$ 2,604,374$
Info Technology Equipment Replacement 268 283,964 181,533 293,091 92,975 200,205
Sub-Total Expenditures 2,034,623 2,072,637 2,430,267 2,513,842 2,559,874 2,804,579
Transfers Out:
Capital Project Fund - 179,741 8,890 - - -
Misc Transfers Out 282,494 504,734 - - - -
Sub-Total Transfers Out 282,494 684,475 8,890 - - -
Total Expenditures & Transfers Out 2,317,117$ 2,757,111$ 2,439,157$ 2,513,842$ 2,559,874$ 2,804,579$
Fund Balance, June 30 2,799,531$ 2,992,006$ 3,254,739$ 3,236,689$ 3,509,826$ 3,568,314$
Restricted / Committed /Assigned 322,244 708,925 756,300 629,115 756,124 780,303
Unassigned Balance 2,477,287$ 2,283,081$ 2,498,439$ 2,607,574$ 2,753,702$ 2,788,011$
% of Revenues 108% 93%93% 104%97%97%
Information Technology (8300 - 8302)
Fund Summary
633
INFORMATION TECHNOLOGY SERVICES OPERATIONS
In partnership with our clients, we will increase efficiency and productivity through the effective
use of Information Technology.
ITS Operations
The services provided by the Information Technology Services (ITS) Division include server
management, legacy system management, software development, system integration, desktop
computer management and support, data network design and management, website application
development and management, City phone systems support, and fiber optic network design and
management.
The ITS Division:
•Provides standardization, integration, and security for City data systems
•Monitors critical services for early alerting to problems
•Provides 24x7 support for our clients
•Maintains Disaster Recovery site for all City data
•Maintains Virtual Environment to reduce hardware costs, increase efficiency of hardware
in-use, and augment Disaster Recovery plan for City data
•Effectively administers the Replacement Schedule to ensure technology is meeting client
requirements
•Manages the City video camera system
•Supports and enhances e-government services wherever possible
•Protects, manages, and creates redundant connections in the fiber optic network
•Monitors technology changes for potential cost savings
•Perform tasks and design Information Technology Systems that reduce our carbon
footprint
ITS Equipment Replacement Reserve
The ITS equipment replacement reserve is an account for funding capital assets valued at $5,000
or more. The funds collected in this account are dedicated to the replacement of the designated
item after the funds are collected in full to replace it.
HIGHLIGHTS
Recent Accomplishments: Upcoming Challenges:
•Energov Implementation
•Implement Cluster services for
Email, ESRI, and Database
resilience
•Expand Horizon view to support
remote office workers
•Windows Domain Restructuring
•Load balancing for application
resilience
•Storage Area Network Expansion
•Expand video camera system
•Asset Management system
634
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 9.80 9.80 9.80
Staffing Level Change Summary:
There are no staffing level changes for the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes for the fiscal year 2022 budget.
Financial Highlights:
Service expenditures increased by 21.9% due to software maintenance charges in the fiscal
year 2022 budget, and Supplies expenditures increased in fiscal year 2022 by 31.0% due to an
increase in Microsoft Office, DUO, and Horizon licenses.
Capital Outlay for the replacement reserve decreased by $200,112 due to a decrease in the
scheduled replacement of equipment.
635
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Total number of Kilowatt hours of electricity consumed
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
Kilowatt Hours 74,975 72,978 75,877 72,500 71,000
Change (year/year)-33.1% -2.7% 4.0% -4.5% -2.1%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
Uptime Percentage 99.89% 99.96% 99.98% 99.99% 99.99%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Demonstrate Leadership in Climate Action
Reduce datacenter electric consumption to be sustainable via
Virtualization.
Control growth of Datacenter Electricity Consumption year over
year, and be energy conscious in decisions.
Internet service is critical for public safety access, email
communication, and citizen access to City information on iowa-
city.org website at 99.99% (maximum 4.32 minutes downtime per
month).
Strive for 99.99% (Four-9’s standard) uptime for internet services.
Promote an Inclusive and Resilient Economy Throughout the City
636
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Number of projects the city has collaborated with an outside entity.
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
Projects 16 12 15 15 15
Number of Iowa City school facilities connected to City backbone fiber cable
FY 2018 FY 2019 FY 2020
FY 2021
Projected
FY 2022
Estimate
Facilities Connected 20 20 20 20 20
Strengthen Community and Intergovernmental Relations
Collaborate on projects to allow for cost savings and greater
utilization of resources.
Work with University of Iowa, Iowa City Community School, and
private vendors to collaborate on fiber projects.
637
Activity: Information Technology (310500)Fund: Information Technology (8300)
Division: Information Technology Department: Finance
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 37,722$ 70,944$ 43,733$ 30,000$ 30,000$ 30,000$
Charges For Fees And Services
Misc Charges For Svc 16,128 18,274 17,423 18,270 17,420 17,420
Miscellaneous
Intra-City Charges 2,073,002 2,184,789 2,394,354 2,281,616 2,565,607 2,591,263
Other Misc Revenue 210 - 15,582 - - -
Other Financial Sources
Sale Of Assets - 4,935 1,892 - - -
Total Revenues 2,127,063$ 2,278,942$ 2,472,983$ 2,329,886$ 2,613,027$ 2,638,683$
Expenditures:
Personnel 1,064,523$ 967,032$ 1,111,777$ 1,201,687$ 1,253,729$ 1,291,341$
Services 351,292 306,003 486,864 409,802 509,437 519,626
Supplies 450,577 372,445 502,315 369,262 483,733 493,408
Capital Outlay 167,964 143,192 147,778 240,000 220,000 300,000
Total Expenditures 2,034,355$ 1,788,673$ 2,248,734$ 2,220,751$ 2,466,899$ 2,604,374$
Personnel Services - FTE 2018 2019 2020 2021 2022
I.T.S. Coordinator 1.00 1.00 1.00 1.00 1.00
GIS Coordinator 1.00 1.00 1.00 1.00 1.00
Operations Clerk - I.T.S. 0.80 0.80 0.80 0.80 0.80
Solutions Architect 1.00 1.00 1.00 1.00 1.00
Application Specialist - 1.00 1.00 1.00 1.00
Sr Programmer/Analyst 2.00 - - - -
Data Base Administrator 1.00 1.00 1.00 1.00 1.00
Sr Systems Engineer 1.00 1.00 1.00 1.00 1.00
Systems Engineer 1.00 1.00 1.00 1.00 1.00
Voice/Data Network Analyst 1.00 1.00 1.00 1.00 1.00
P.C. Technician 1.00 1.00 1.00 1.00 1.00
Total Personnel 10.80 9.80 9.80 9.80 9.80
Capital Outlay 2021 2022
Fiber Optic Cable/Ductwork 100,000$ 75,000$
Data Communication Equipment 15,000 25,000
Software Licenses/Upgrades 25,000 25,000
Storage Server and Hardware 100,000 95,000
Total Capital Outlay 240,000$ 220,000$
Activity Summary
638
Activity: Information Technology Equipment Replacement (310581)Fund: Information Technology (8301)
Division: Information Technology Department: Finance
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Intra-City Charges 167,609$ 165,907$ 220,018$ 165,906$ 219,984$ 224,384$
Other Financial Sources
Sale Of Assets 19 4 - - - -
Total Revenues 167,628$ 165,911$ 220,018$ 165,906$ 219,984$ 224,384$
Expenditures:
Services 268$ 202$ 196$ 206$ 201$ 205$
Capital Outlay - 283,762 181,337 292,885 92,774 200,000
Total Expenditures 268$ 283,964$ 181,533$ 293,091$ 92,975$ 200,205$
Capital Outlay 2021 2022
File Servers 59,933$ 78,622$
Network Switches/Firewalls - 14,152
Other Hardware 232,952 -
Total Capital Outlay 292,885$ 92,774$
Activity Summary
639
CENTRAL SERVICES FUND
The Central Services internal service fund provides services to internal clients/staff and
other local governments in the following areas:
Mailroom processing of outgoing City Mail, UPS, and Fed-Ex
Assists with the procurement of City copiers and maintenance contracts.
During fiscal year 2018, the accounting for the City’s non-public safety backup
radio system was moved from the Central Services Fund to the Equipment Fund.
The cost of these services is recovered through service charges to the internal clients and
to other local governments for the services that they consume. Funds are also retained for
the replacement of copy machines on a regularly scheduled basis.
Total fiscal year 2022 budgeted revenue is $236,009, and internal service fund charges
make up 98% of the fund’s revenue. Budgeted revenue in fiscal year 2022 is a decrease
of 7.80% from fiscal year 2021 budgeted revenue of $255,988, and a 3.09% decrease
from fiscal year 2020 actual revenue of $243,536. The decrease in revenue since fiscal
year 2020 is due to the decrease in internal service charges and interest revenues.
The Central Services fund has an estimated ending fiscal year 2021 fund balance of
$761,272. This is a very slight change from fiscal year 2020. The fiscal year 2022
estimated ending fund balance is $789,694 which is an increase of 3.73% from fiscal year
2021. This increase is primarily due to the accumulation of replacement funds for copy
machines.
640
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 708,449$ 725,692$ 701,818$ 756,955$ 761,272$ 789,694$
Revenues:
Use Of Money And Property
Interest Revenues 9,791$ 16,742$ 12,526$ 5,000$ 5,000$ 5,000$
Charges For Fees And Services
Library Charges 2 2 - - - -
Miscellaneous
Intra-City Charges 218,933 235,413 230,890 250,868 230,889 235,507
Printed Materials 165 118 121 120 120 120
Total Revenues 228,890$ 252,275$ 243,536$ 255,988$ 236,009$ 240,627$
Expenditures:
Central Services 188,468$ 176,149$ 188,400$ 251,671$ 207,587$ 213,207$
Sub-Total Expenditures 188,468$ 176,149$ 188,400$ 251,671$ 207,587$ 213,207$
Transfers Out:
Capital Project Fund 23,180 100,000 - - - -
Sub-Total Transfers Out 23,180 100,000 - - - -
Total Expenditures & Transfers Out 211,648$ 276,149$ 188,400$ 251,671$ 207,587$ 213,207$
Fund Balance, June 30 725,692$ 701,818$ 756,955$ 761,272$ 789,694$ 817,114$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 725,692$ 701,818$ 756,955$ 761,272$ 789,694$ 817,114$
% of Revenues 317% 278% 311% 297%335%340%
Central Services (8400)
Fund Summary
641
CENTRAL SERVICES OPERATIONS
The mission of the Central Services Division is to provide quality service to City departments,
protect the City’s legal interests, and act responsibly on behalf of the public by maintaining the
integrity of the City’s procurement system through the encouragement of open competition and
the impartial and fair treatment of vendors.
The Central Services activity is within the Finance Department and is operated as part of the
Purchasing Division. Central Services provides assistance to City employees with the transfer
and disposal of surplus equipment through the transfer to other City Departments, on-line
bidding, the sale or transfer to other government agencies, or through donation or sale to non-
profit organizations. In addition, Central Services is responsible for the management and
replacement of copy machines and the processing of incoming and outgoing mail. Departments
are charged for the use of these services, and those funds are accounted for separately for the
replacement of copier equipment and mail room equipment.
HIGHLIGHTS
Recent Accomplishments:
• Processed over 125,000 pieces of outgoing City Mail
• Sorted and distributed over 100,000 pieces of incoming City Mail
• Streamlined the certified mail process
• Replaced 5 copy machines
Staffing:
FY2020 FY2021 FY2022
Total FTE’s 0.50 0.50 0.50
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2022 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2022 budget.
Financial Highlights:
In fiscal year 2022, Central Services has budgeted $48,000 for the replacement of copy
machines.
642
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Cost Savings for Standard Letters Processed
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Quantity of Standard Letters 122,099 132,093 96,316 100,000 95,000
Cost Savings Using City Mail
Machine vs. Standard Mail $3,663 $5,142 $5,784 $6,000 $5,900
Strategic Plan Goal:
Department Goal:
Department Objective:
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Cost Savings for FY19 went up to 5 cents in January
Cost Savings for FY18 was 3 cents.
To provide quality service to City departments, protect the City’s
legal interests, and act responsibly on behalf of the public by
maintaining the integrity of the City’s procurement system through
the encouragement of fair and open competition.
To achieve efficiency and cost savings by utilizing resources,
technology, sharing of resources, or other methods in order to
provide cost effective services to the residents of Iowa City.
Demonstrate Leadership in Climate Action
To provide quality service to City departments, protect the City’s
legal interests, and act responsibly on behalf of the public by
maintaining the integrity of the City’s procurement system through
the encouragement of fair and open competition.
Minimizing the environmental impact by providing a means to
reuse our current equipment and furniture. Providing assistance
to City employees with the transfer and disposal of surplus
equipment through the transfer to other City Departments, on-line
bidding, the sale or transfer to other government agencies, or
through donation or sale to non-profit organizations.
Minimizing the environmental impact through the migration of
paper documents to scanned documents.
Invest in Public Infrastructure, Facilities, and Fiscal Reserves
643
Performance Measures:
Migration from Paper Copies to Electronic Documents
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Paper Copies 1,381,411 1,409,616 1,179,498 1,000,000 910,000
Pounds of CO2 Used 12,709 12,968 10,851 9,200 8,372
Surplus Equipment Sold
FY 2018 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Number of Bids Received 1,697 2,579 1,163 1,200 1,250
Dollar Value of Surplus Sold $327,911 $347,905 $193,223 $200,000 $240,000
644
Activity: Central Services (310300)Fund: Central Services (8400)
Division: Purchasing Department: Finance
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 9,791$ 16,742$ 12,526$ 5,000$ 5,000$ 5,000$
Charges For Fees And Services
Library Charges 2 2 - - - -
Miscellaneous
Intra-City Charges 218,933 235,413 230,890 250,868 230,889 235,507
Printed Materials 165 118 121 120 120 120
Total Revenues 228,890$ 252,275$ 243,536$ 255,988$ 236,009$ 240,627$
Expenditures:
Personnel 36,406$ 37,951$ 44,783$ 41,588$ 42,816$ 44,100$
Services 115,399 111,333 112,359 119,889 115,250 117,555
Supplies 1,059 445 1,850 6,000 1,521 1,551
Capital Outlay 35,604 26,420 29,407 84,194 48,000 50,000
Total Expenditures 188,468$ 176,149$ 188,400$ 251,671$ 207,587$ 213,207$
Personnel Services - FTE 2018 2019 2020 2021 2022
Purchasing Assistant - - - 0.50 0.50
Purchasing Clerk 0.50 0.50 0.50 - -
Total Personnel 0.50 0.50 0.50 0.50 0.50
Capital Outlay 2021 2022
Copiers 84,194$ 48,000$
Total Capital Outlay 84,194$ 48,000$
Activity Summary
645
HEALTH INSURANCE RESERVE
The City maintains insurance reserves for permanent employees’ health care coverage.
The health insurance plan is partially self-insured, with a stop-loss policy which provides
coverage for claims in excess of $125,000 per employee. Operating funds and
participating employees are charged premiums which are deposited into the Health
Insurance Reserve Fund. The City reimburses a health insurance provider for actual
medical costs incurred plus a claims processing/ administrative fee.
The State of Iowa requires all public entities which maintain a self-funded health
insurance plan file an annual certificate of compliance with the Iowa Insurance
Commissioner, along with an independent actuarial opinion and financial statement
which demonstrate that the plan continues to meet the requirements of Iowa Code
509A.14-.15 as well as applicable provisions of the Iowa administrative code.
In fiscal year 2020, health insurance premiums increased by 15.44%, and in fiscal year
2021, premiums increased by 5.49%. Premiums are budgeted to increase by 5.00% in
fiscal year 2022.
Increases in employee contributions have been negotiated as shown in the following
table:
The fiscal year 2021 estimated ending fund balance is estimated at $12,426,610. This is
an increase of $126,320 or 1.03% from the fiscal year 2020 ending fund balance of
$12,300,290. For fiscal year 2022, the fund balance is expected to increase to
$12,467,090 which is an increase of $40,480 or 0.03%.
Restricted/assigned fund balance represents the City’s Net OPEB Obligation. The City’s
Net OPEB obligation at June 30, 2020 was $8,627,420. This decreased by $250,411 or
2.82% over the fiscal year 2019 ending fund balance due to a decrease in the discount
rate.
Health Insurance Plan:FY2018 FY2019 FY2020 FY2021(1)FY2022 (2)
Single Deductible 650$ 675$ 700$ 700$ 750$
Family Deductible 850 900 950 950 1,200
Single O ut-of-Pocket Max 1,000 1,100 1,200 1,200 1,250
Family Out-of-Pocket Max 1,800 1,900 2,000 2,000 2,250
Single Contribution/Month 55 60 65 70 10% of cost
Family Contribution/Month 95 100 105 110 10% of cost
(1) Police premiums will be 10% of cost for Single & Family Contributions/Month in FY2021 and FY2022;
premiums will be 11% of cost in FY2023 and FY2024; 12% of cost in FY2025.
(2) Fire premiums will be 10% of cost for Single & Family Contributions/Month starting in FY2022;
plans are eligible for re-negotiation in FY2023.
(2) AFSCME & Non-union plans are eligible for re-negotiation in FY2022.
646
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 10,821,195$ 11,374,743$ 11,156,890$ 12,300,290$ 12,426,610$ 12,467,090$
Revenues:
Use Of Money And Property
Interest Revenues 148,806$ 190,177$ 232,731$ 100,000$ 50,000$ 50,000$
Charges For Fees And Services
Misc Charges For Services 474,730 456,175 458,212 582,079 505,180 530,439
Miscellaneous
Intra-City Charges 7,778,202 8,240,251 9,581,325 10,514,559 10,563,400 11,091,570
Other Misc Revenue - 610 609 - - -
Total Revenues 8,401,738$ 8,887,214$ 10,272,878$ 11,196,638$ 11,118,580$ 11,672,009$
Expenditures:
Services 7,846,832$ 9,103,800$ 9,127,875$ 11,067,818$ 11,073,100$ 11,626,755$
Supplies 1,358 1,267 1,603 2,500 5,000 5,100
Total Expenditures 7,848,190$ 9,105,067$ 9,129,477$ 11,070,318$ 11,078,100$ 11,631,855$
Fund Balance, June 30 11,374,743$ 11,156,890$ 12,300,290$ 12,426,610$ 12,467,090$ 12,507,244$
Restricted / Committed / Assigned 7,589,740 8,877,831 8,627,420 8,627,420 8,627,420 8,627,420
Unassigned Balance 3,785,003$ 2,279,059$ 3,672,870$ 3,799,190$ 3,839,670$ 3,879,824$
% of Revenues 45%26%36%34%35%33%
Health Insurance Reserve (8500)
Fund Summary
647
DENTAL INSURANCE RESERVE
The City provides dental coverage for permanent employees and maintains insurance
reserves for this purpose. The City’s dental insurance plan is self-insured. Operating
funds and participating employees are charged premiums which are deposited into the
Dental Insurance Reserve Fund. The City reimburses a dental insurance provider for
actual costs incurred plus a claims processing/ administrative fee.
For non-union and AFSCME employees, the covered benefits are $1,500 per eligible
member. For police union and fire union employees, covered benefits are $500 per
eligible member.
The Dental Insurance Reserve’s fund balance at the end of fiscal year 2021 is expected
to be $384,020 or $9,404 higher than the fiscal year 2020 ending fund balance. This is
an increase of 2.51% percent. Fund balance is expected to increase in fiscal year 2022
to $426,842, which is an increase of $42,822 or 11.15%.
648
2018 2019 2020 2021 2022 2023
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 147,348$ 190,915$ 258,467$ 374,616$ 384,020$ 426,842$
Revenues:
Use Of Money And Property
Interest Revenues 2,459$ 5,765$ 5,295$ 3,500$ 2,000$ 2,000$
Charges For Fees And Services
Misc Charges For Svc 21,258 17,843 15,291 17,840 16,858 17,364
Miscellaneous
Intra-City Charges 383,977 388,300 390,765 437,135 422,600 435,278
Total Revenues 407,695$ 411,909$ 411,351$ 458,475$ 441,458$ 454,642$
Expenditures:
Services 364,128$ 344,357$ 295,202$ 449,071$ 398,636$ 410,595$
Total Expenditures 364,128$ 344,357$ 295,202$ 449,071$ 398,636$ 410,595$
Fund Balance, June 30 190,915$ 258,467$ 374,616$ 384,020$ 426,842$ 470,889$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 190,915$ 258,467$ 374,616$ 384,020$ 426,842$ 470,889$
% of Revenues 47%63%91%84%97%104%
Dental Insurance Reserve (8600)
Fund Summary
649
650
STATISTICS
US Census Data
Revenue Comparisons
Property Tax Levies
Property Tax Valuations
Principal:
Taxpayers
Employers
Sewer Customers
Water Customers
Operating Indicators
STAR Outcomes
Department Statistics:
Police
Fire
Library
Senior Center
Transportation Services
Neighborhood & Development
Services
F
Y
2
0
2
2
651
652
Iowa
City
Johnson
County Iowa
Population
Population estimates, July 1, 2019, (V2019)75,130 151,140 3,155,070
Population, percent change - April 1, 2010 (estimates base) to July 1, 2019, (V2019)10.5%15.5%3.6%
Population, Census, April 1, 2010 67,961 130,882 3,046,355
Persons under 5 years, percent, July 1, 2019 4.8%5.8%6.2%
Persons under 18 years, percent, July 1, 2019 16.1%19.9%23.0%
Persons 65 years and over, percent, July 1, 2019 9.6%12.3%17.5%
Female persons, percent, July 1, 2019 49.7%50.4%50.2%
White alone, percent, July 1, 2019 78.5%83.0%90.6%
Black or African American alone, percent, July 1, 2019 (a)8.2%7.5%4.1%
American Indian and Alaska Native alone, percent, July 1, 2019 (a)0.3%0.4%0.5%
Asian alone, percent, July 1, 2019 (a)7.5%6.5%2.7%
Native Hawaiian and Other Pacific Islander alone, percent, July 1, 2019 (a)0.1%0.1%0.2%
Two or More Races, percent, July 1, 2019 2.7%2.5%2.0%
Hispanic or Latino, percent, July 1, 2019 (b)5.8%5.8%6.3%
White alone, not Hispanic or Latino, percent, July 1, 2019 75.0%78.0%85.0%
Veterans, 2014-2018 2,241 5,210 188,867
Foreign born persons, percent, 2014-2018 14.4%11.6%5.2%
Housing
Housing units, July 1, 2019 (V2019)29,270 66,257 1,418,626
Owner-occupied housing unit rate, 2014-2018 48.7%59.7%71.1%
Median value of owner-occupied housing units, 2014-2018 $203,500 $216,900 $142,300
Median selected monthly owner costs -with a mortgage, 2014-2018 $1,555 $1,607 $1,234
Median selected monthly owner costs -without a mortgage, 2014-2018 $547 $533 $472
Median gross rent, 2014-2018 $954 $968 $766
Households, 2014-2018 29,975 58,163 1,256,855
Persons per household, 2014-2018 2.26 2.39 2.41
Living in same house 1 year ago, percent of persons age 1 year+, 2014-2018 68.8%75.3%84.8%
Language other than English spoken at home, percent of persons age 5 years+, 2014-2018 16.9%14.1%8.0%
Education
High school graduate or higher, percent of persons age 25 years+, 2013-2017 95.6%95.3%92.0%
Bachelor's degree or higher, percent of persons age 25 years+, 2013-2017 59.3%53.0%28.2%
Health
With a disability, under age 65 years, percent, 2014-2018 5.1%4.8%7.8%
Persons without health insurance, under age 65 years, percent 6.9%5.7%6.0%
Transportation
Mean travel time to work (minutes), workers age 16 years+, 2014-2018 16.8 19.0 19.1
Economy
In civilian labor force, total, percent of population age 16 years+, 2014-2018 67.8%71.1%67.4%
In civilian labor force, female, percent of population age 16 years+, 2014-2018 66.1%69.0%63.1%
Total health care and social assistance receipts/revenue, 2012 ($1,000) (c)1,851,067 1,967,788 18,583,828
Total manufacturers shipments, 2012 ($1,000) (c)2,889,946 3,400,394 116,668,830
Total merchant wholesaler sales, 2012 ($1,000) (c)502,298 1,011,788 62,318,301
Total retail sales, 2012 ($1,000) (c)927,730 1,861,697 44,905,624
Total retail sales per capita, 2012 (c)$13,228 $13,657 $14,607
Median household income (in 2018 dollars), 2014-2018 $47,275 $61,640 $58,580
Per capita income in past 12 months (in 2017 dollars), 2014-2018 $29,033 $34,310 $31,085
Persons in poverty, percent 27.6%15.8%11.2%
All firms, 2012 5,912 11,533 259,121
Men-owned firms, 2012 3,119 5,929 135,382
Women-owned firms, 2012 1,719 3,606 82,345
Minority-owned firms, 2012 619 1,156 14,707
Nonminority-owned firms, 2012 4,922 9,758 236,561
Veteran-owned firms, 2012 484 1,064 25,889
Nonveteran-owned firms, 2012 4,958 9,620 217,779
Geography
Population per square mile, 2010 2,713.3 213.1 54.5
Land area in square miles, 2010 25.01 614.04 55,857.13
This geographic level of poverty and health estimates are not comparable to other geographic levels of these estimates.
Some estimates presented here come from sample data, and thus have sampling errors that may render some apparent differences between
geographies statistically indistinguishable.
The vintage year (e.g., V2019) refers to the final year of the series (2010 thru 2019). Different vintage years of estimates are not comparable.
(a) Includes persons reporting only one race
(b) Hispanics may be of any race, so also are included in applicable race categories
(c) Economic Census - Puerto Rico data are not comparable to U.S. Economic Census data
Source: US Census Bureau - QuickFacts
US Census Data
653
Revenue Comparisons
Revenue Comparisons are done on the ten (10) largest cities in Iowa and our neighboring cities
of Coralville and North Liberty.
Property Tax Rate Comparison
(Levy Rate per $1,000 Valuation)
City
FY21
Tax Rate Rank
FY21/FY20
% Change
Waterloo 18.440 1 5.09%
Council Bluffs 18.260 2 0.00%
Davenport 16.780 3 0.00%
Des Moines 16.612 4 -0.17%
Iowa City 15.773 5 -0.38%
Sioux City 15.680 6 0.00%
Cedar Rapids 14.900 7 -3.48%
Coralville 14.312 8 5.80%
North Liberty 11.033 9 0.00%
West Des Moines 10.990 10 0.00%
Ames 10.147 11 1.21%
Dubuque 10.144 12 -1.81%
FY2021 Estimated General Fund Revenue
FY2021 Adopted Budget
*Per Capita calculations used 2010 US Census data
City Revenues
Transfers
In
Debt
Proceeds/
Asset Sales
Total
Revenues
Per
Capita
Revenue*
Per
Cap.
Rank
West Des Moines $64,818,064 $14,407,670 $30,000 $79,255,734 $1,400.06 1
Dubuque $63,098,184 $11,017,904 $54,000 $74,170,088 $1,286.85 2
Coralville $18,573,186 $4,700,476 $0 $23,273,662 $1,230.95 3
Cedar Rapids $111,208,631 $37,870,583 $175,000 $149,254,214 $1,181.50 4
North Liberty $11,841,714 $3,008,555 $0 $14,850,269 $1,110.38 5
Council Bluffs $51,616,921 $17,333,538 $0 $68,950,459 $1,107.99 6
Iowa City $58,365,138 $14,649,360 $901,700 $73,916,198 $1,089.21 7
Sioux City $59,238,718 $19,190,496 $72,873 $78,502,087 $949.42 8
Des Moines $139,195,767 $49,305,593 $8,000 $188,509,360 $926.64 9
Waterloo $52,350,067 $9,519,920 $55,000 $61,924,987 $905.26 10
Davenport $62,060,383 $23,842,057 $0 $85,902,440 $861.74 11
Ames $30,021,240 $9,868,302 $750 $39,890,292 $676.51 12
654
Hotel/Motel Tax Revenues
FY2020 Receipts
*All cities listed impose the state allowed maximum rate of 7%
Source: Iowa Department of Revenue
Utility Franchise Tax Rates (as of October 16, 2020)
City*
Effective
Date Receipts
Des Moines 4/1/1979 $6,199,754
West Des Moines 4/1/1979 $3,363,144
Cedar Rapids 4/1/1979 $3,227,258
Coralville 7/1/1983 $2,760,058
Council Bluffs 4/1/1979 $2,421,608
Davenport 4/1/1981 $2,199,875
Dubuque 4/1/1979 $2,117,506
Ames 4/1/1988 $1,796,649
Sioux City 4/1/1979 $1,766,482
Iowa City 4/1/1983 $1,134,864
Waterloo 4/1/1981 $985,466
North Liberty 7/1/2008 $63,042
City
Franchise
Fee Rate
North Liberty 0%
Davenport 0%
West Des Moines 0%
Ames 0%
Coralville 1%
Iowa City 1%
Council Bluffs 2%
Cedar Rapids 3%
Waterloo 4%
Dubuque 5%
Sioux City 5%
Des Moines 5%
655
Utility Rates (Residential Monthly Billing – July 1, 2020)
*Ames and North Liberty trash collection provided by private contractors
** Average rate is $99.53/difference of $5.18
City Water Sewer Waste Storm Total Rank
North Liberty*$51.34 $59.30 $19.50 $2.00 $132.14 1
Des Moines $43.12 $49.22 $24.47 $14.25 $131.06 2
Davenport $49.01 $60.33 $17.09 $2.88 $129.31 3
Ames*$36.40 $35.26 $26.25 $4.95 $102.86 4
Dubuque $30.76 $42.15 $20.65 $8.29 $101.85 5
West Des Moines $36.65 $40.78 $12.25 $6.05 $95.73 6
Iowa City**$33.27 $36.08 $20.00 $5.00 $94.35 7
Cedar Rapids $32.54 $30.96 $22.53 $6.91 $92.94 8
Sioux City $38.20 $38.30 $14.95 $0.00 $91.45 9
Coralville $17.80 $40.15 $20.00 $3.00 $80.95 10
Council Bluffs $31.73 $22.88 $18.00 $0.00 $72.61 11
Waterloo $19.85 $28.35 $16.60 $4.25 $69.05 12
656
Property Tax Levies
Property Tax History – All Direct and Overlapping Governments
(per $1,000 assessed valuation)
Collection
Year
Iowa City
Community
School
District
Johnson
County*
Kirkwood
Community
College
State
of
Iowa
City of
Iowa
City
Total
Iowa City
Percentage
of Total
Residential
Rollback %
2010-11 14.690 7.540 0.926 0.003 17.757 40.915 43.4 46.9094
2011-12 14.591 7.320 0.999 0.003 17.842 40.754 43.8 48.5299
2012-13 14.073 7.075 1.079 0.003 17.269 39.499 43.7 50.7518
2013-14 13.688 7.077 1.065 0.003 16.805 38.639 43.5 52.8166
2014-15 13.699 7.062 1.058 0.003 16.705 38.528 43.4 54.4002
2015-16 13.868 7.228 1.061 0.003 16.651 38.811 42.9 55.7335
2016-17 13.989 7.093 1.080 0.003 16.583 38.748 42.8 55.6259
2017-18 13.959 7.179 1.132 0.003 16.333 38.606 42.3 56.9391
2018-19 14.856 6.839 1.204 0.003 16.183 39.085 41.4 55.6209
2019-20
2020-21
14.791
14.839
6.761
6.674
1.213
1.257
0.003
0.003
15.833
15.773
38.601
38.546
41.0
40.9
56.1324
56.6259
*Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies.
Source: Johnson County Auditor
657
Property Tax Valuations
Last Ten Fiscal Years
Assessed Valuation
Tax Collection Year:
FY2022 Prelim.FY2021 FY2020 FY2019
Residential 5,040,954,670$ 4,958,648,218$ 4,399,451,083$ 4,255,597,838$
Agricultural (taxed at Ag rate)1,727,980 1,748,000 2,539,080 2,625,810
Multi-Residential 549,457,442 539,636,381 489,176,499 471,420,082
Commercial 1,081,297,302 1,060,943,044 932,699,374 915,964,068
Industrial 80,001,410 80,663,794 76,905,588 71,553,904
Railroads 4,488,469 4,488,469 3,601,348 3,549,414
Utilities w'out Gas & Electric 6,152,547 6,152,547 7,386,408 7,099,293
Gross valuation 6,764,079,820 6,652,280,453 5,911,759,380 5,727,810,409
Less: Military exemption 2,392,784 2,435,380 2,489,088 2,579,836
Net valuation 6,761,687,036 6,649,845,073 5,909,270,292 5,725,230,573
Incremental value 133,730,719 89,469,635 115,175,495 85,379,709
Gas and Electric Utilities 126,171,274 118,583,613 109,124,421 97,050,716
Total Assessed valuation 7,021,589,029$ 6,857,898,321$ 6,133,570,208$ 5,907,660,998$
Percent change 2.387%11.809%3.824%7.520%
Taxable Valuation
Tax Collection Year:
FY2022 Prelim.FY2021 FY2020 FY2019
Assessment Limitation:
Residential rollback 56.4094%55.0743%56.9180%55.6209%
Agricultural rollback 84.0305%81.4832%56.1324%54.4480%
Multi-Residential rollback 67.50%71.25%75.00%78.75%
Commercial and Railroad rollback 90.0%90.0%90.0%90.0%
Industrial rollback 90.0%90.0%90.0%90.0%
Utilities rollback 98.5489%100.0%100.0%100.0%
Residential 2,799,981,684$ 2,719,569,602$ 2,490,442,298$ 2,356,529,643$
Agricultural (taxed at Ag rate)1,452,030 1,424,328 1,425,151 1,429,547
Multi-Residential 370,883,773 382,070,966 363,613,829 368,969,925
Commercial 969,794,500 950,525,463 832,628,954 819,505,276
Industrial 72,001,269 72,596,824 68,970,889 64,152,540
Railroads 4,039,622 4,039,622 3,241,213 3,194,473
Utilities w'out Gas & Electric 6,063,267 6,152,547 7,386,408 7,099,293
Gross valuation 4,224,216,146 4,136,379,352 3,767,708,742 3,620,880,697
Less: Military exemption 2,392,784 2,435,380 2,489,088 2,579,836
Net valuation 4,221,823,362 4,133,943,972 3,765,219,654 3,618,300,861
Incremental value 133,730,719 84,077,937 115,175,495 85,379,369
Gas and Electric Utilities 40,595,608 40,156,239 42,719,065 41,797,475
Total Taxable Valuation 4,396,149,689$ 4,258,178,148$ 3,923,114,214$ 3,745,477,705$
Percent change 3.240%8.541%4.743%5.719%
Total Direct Tax Rate
City of Iowa City 15.673$ 15.773$ 15.833$ 16.183$
658
FY2018 FY2017 FY2016 FY2015 FY2014 FY2013
4,001,761,478$ 3,882,757,454$ 3,603,743,609$ 3,488,112,611$ 3,367,051,717$ 3,284,249,136$
3,425,692 3,720,671 3,553,520 3,680,920 2,655,640 2,516,440
411,460,472 410,426,868 - - - -
821,949,555 805,734,128 1,129,397,979 1,144,437,631 1,113,600,025 1,149,535,927
72,635,554 73,206,895 74,399,739 80,153,614 72,834,630 73,400,730
3,984,932 4,096,577 4,015,580 3,827,506 3,205,451 2,619,932
6,734,894 7,375,066 8,239,789 9,599,528 10,816,940 11,051,685
5,321,952,577 5,187,317,659 4,823,350,216 4,729,811,810 4,570,164,403 4,523,373,850
2,635,396 2,727,994 2,828,002 2,939,122 3,059,502 3,096,542
5,319,317,181 5,184,589,665 4,820,522,214 4,726,872,688 4,567,104,901 4,520,277,308
80,577,275 72,666,677 42,307,287 21,131,574 14,113,908 11,712,327
94,582,279 92,987,351 87,728,294 78,642,915 87,100,183 83,538,109
5,494,476,735$ 5,350,243,693$ 4,950,557,795$ 4,826,647,177$ 4,668,318,992$ 4,615,527,744$
2.696%8.074%2.567%3.392%1.144%2.110%
FY2018 FY2017 FY2016 FY2015 FY2014 FY2013
56.9391%55.6259%55.7335%54.4002%52.8166%50.7518%
47.4996%46.1068%44.7021%43.3997%59.9334%57.5411%
82.50%86.25%NA NA NA NA
90.0%90.0%90.0%95.0%NA NA
90.0%90.0%90.0%95.0%NA NA
100.0%100.0%100.0%100.0%100.0%100.0%
2,274,451,551$ 2,155,033,296$ 2,008,493,138$ 1,894,079,854$ 1,776,096,066$ 1,666,036,081$
1,618,090 1,706,955 1,588,496 1,597,501 1,591,636 1,447,988
337,946,106 353,335,857 - - - -
734,200,396 720,036,878 1,016,458,199 1,086,556,293 1,113,600,025 1,149,535,927
64,688,055 65,301,535 66,959,765 76,128,877 72,834,630 73,400,730
3,586,439 3,686,919 3,614,022 3,636,130 3,205,451 2,619,932
6,734,894 7,375,066 8,239,789 9,599,528 10,816,940 11,051,685
3,423,225,531 3,306,476,506 3,105,353,409 3,071,598,183 2,978,144,748 2,904,092,343
2,635,396 2,727,994 2,828,002 2,939,122 3,059,502 3,096,542
3,420,590,135 3,303,748,512 3,102,525,407 3,068,659,061 2,975,085,246 2,900,995,801
80,559,947 72,650,838 33,331,128 21,131,574 14,113,908 11,712,327
41,702,196 44,986,783 46,785,426 47,004,994 46,813,214 47,404,050
3,542,852,278$ 3,421,386,133$ 3,182,641,961$ 3,136,795,629$ 3,036,012,368$ 2,960,112,178$
3.550%7.501%1.462%3.320%2.564%3.931%
16.333$ 16.583$ 16.651$ 16.705$ 16.805$ 17.269$
659
% of Total % of Total
Taxable Taxable Taxable Taxable
Ten largest taxpayers1 Valuation Rank Valuation Valuation Rank Valuation
Rise at Riverfrot Crossings Owner LLC -$ -N/A %55,705$ 1 1.42 %
ACT Inc (Am College Testing Prgrm)45,558 1 0.94 50,294 2 1.28
BBCS Hawkeye Housing LLC --N/A 50,166 3 1.28
Tailwind Iowa City LLC - -N/A 42,542 4 1.08
Webber - Iowa LLC --N/A 28,279 5 0.72
Mid-American Energy Company 44,821 2 0.92 27,773 6 0.71
Vesper Iowa City LLC - -N/A 27,605 7 0.70
Midwestone Bank - -N/A 26,712 8 0.68
Ann Gerdin Trust (formerly Russell Gerdin)20,053 4 0.41 25,350 9 0.65
Dealer Properties IC LLC (Billion Auto)- -N/A 22,803 10 0.58
SouthGate Development CO 21,337 3 0.44 - -N/A
MEHSM LC (Sycamore Mall)16,411 5 0.34 - -N/A
Alpha Inc. 15,461 6 0.32 - -N/A
National Computer Systems (Pearson)14,601 7 0.30 - -N/A
Plaza Towers LLC 14,341 8 0.30 - -N/A
Proctor & Gamble LLC 14,132 9 0.29 - -N/A
United Natural Foods 13,095 10 0.27 - -N/A
Total 219,810$ 4.53 %357,229$ 9.10 %
Sources:
1City of Iowa City Assessor's Office - Annual Report
PRINCIPAL TAXPAYERS
2020 and Nine Years Ago (2011)
(amounts expressed in thousands)
20202011
660
Employers Employees Rank Percentage Employees Rank Percentage
University of Iowa 26,277 1 29.0 %29,860 1 30.2 %
Iowa City Community School District 1,676 2 1.9 2,289 2 2.3
Veterans Administration Medical Center 1,351 3 1.5 2,119 3 2.1
Hy Vee 1,166 7 1.3 1,348 4 1.4
Mercy Hospital 1,266 4 1.4 1,048 5 1.1
Proctor and Gamble - -N/A 976 6 1.0
ACT Inc. (formerly Am. College Testing Program)1,254 5 1.4 885 7 0.9
City of Iowa City 1,140 8 1.3 731 8 0.7
NCS Pearson 1,200 6 1.3 719 9 0.7
Johnson County - -N/A 612 10 0.6
Internaltion Auto. Components (formerly Lear Co.)774 10 0.9 - -N/A
Systems Unlimited 838 9 0.9 - -N/A
36,942 40.9 %40,587 41.0 %
Total Employees 90,500 99,000
Sources:
Iowa City Area Development Group
Various Employers
PRINCIPAL EMPLOYERS
2020
2020 and Nine Years Ago (2011)
2011
661
Customer Name Charges Rank Percentage Charges Rank Percentage
University of Iowa 2,098,962$ 1 16.46 %1,994,134$ 1 15.95 %
Proctor & Gamble 1,201,595 2 9.43 1,144,899 2 9.16
Iowa City Landfill 129,177 4 1.01 180,984 3 1.45
Veterans Administration Medical Center 119,386 5 0.94 108,603 4 0.87
Mercy Hospital 117,814 6 0.92 103,593 5 0.83
Campus Apartments 92,193 8 0.72 77,053 6 0.62
Dominium JIT Srv formerly Mark IV Apts 79,654 9 0.62 65,401 7 0.52
Tailwind Iowa City LLC formerly Dolphin Lake 102,190 7 0.80 52,883 8 0.42
Oaknoll Retirement Residence - -N/A 52,264 9 0.42
Emerald Court Apt - -N/A 51,746 10 0.41
Robert's Dairy 162,147 3 1.27 --N/A
University of Iowa/Mayflower Apartments 72,997 10 0.57 - -N/A
4,176,115$ 32.74 %3,831,560$ 30.65 %
Total Sewer System Charges 12,748,695$ 12,503,764$
Sources:
City of Iowa City Revenue Department
PRINCIPAL SEWER SYSTEM CUSTOMERS
20202011
2020 and Nine Years Ago (2011)
662
Customer Name Charges Rank Percentage Charges Rank Percentage
Proctor & Gamble 570,948$ 1 7.45 %806,276$ 1 7.53 %
Veterans Administration Medical Center 95,107 2 1.24 99,344 2 0.93
Mercy Hospital 68,656 3 0.90 71,356 3 0.67
Campus Apartments 66,689 4 0.87 69,839 4 0.65
Dominium JIT Srv formerly Mark IV Apts 56,604 6 0.74 58,683 5 0.55
Tailwind Iowa City LLC formerly Dolphin Lake --N/A 54,132 6 0.51
Oaknoll Retirement Residence --N/A 40,812 7 0.38
Seville Apts 32,340 10 0.42 40,512 8 0.38
Emerald Court Apts --N/A 39,417 9 0.37
Iowa City School District --N/A 36,411 10 0.34
Rus Property Management/Lakeside Manor 60,725 5 0.79 --N/A
Robert's Dairy 51,270 7 0.67 --N/A
International Automotive Components 38,615 9 0.50 --N/A
University of Iowa Mayflower 41,526 8 0.54 --N/A
1,082,480$ 14.12 %1,316,782$ 12.31 %
Total Water System Charges 7,661,898$ 10,705,168$
Sources:
City of Iowa City Revenue Division
PRINCIPAL WATER SYSTEM CUSTOMERS
20202011
2020 and Nine Years Ago (2011)
663
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Public Safety
Police1
Physical arrests 6,590 5,911 4,468 6,192 5,595 5,465 4,482 3,373 4,418 2,155
Traffic Violations 3,403 3,761 2,499 3,718 3,356 2,989 2,246 2,061 2,463 862
Fire1
Number of calls answered 4,635 5,173 4,713 5,828 6,016 6,974 6,749 5,258 5,568 5,535
Inspections conducted 1,806 1,970 1,431 2,032 1,903 2,459 874 864 801 177
Parking
Parking Violations 109,553 96,117 88,909 60,680 65,196 57,549 62,930 50,346 61,330 48,042
Wastewater Treatment
Daily average treatment
in million gallons 10.37 8.28 9.84 10.02 9.76 10.48 8.32 7.77 10.97 8.58
Maximum daily capacity
of plant in million gallons 41.1 41.1 41.1 41.1 43.3 43.3 43.3 43.3 43.3 43.3
Number of sewer system
customers 23,527 23,529 24,059 24,389 24,533 25,085 25,485 26,069 26,270 26,576
Water
Daily average consumption
in million gallons 5.51 5.49 5.54 5.64 5.33 5.32 5.50 5.84 5.69 5.33
Maximum daily capacity of
plant in million gallons 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7
Customers by Classification
Residential 23,875 24,086 24,442 24,790 23,089 23,638 24,025 24,595 24,818 25,133
Commercial 1,498 1,489 1,491 1,491 1,409 1,415 1,425 1,436 1,431 1,448
Industrial 15 15 15 15 14 14 14 15 15 15
Other 156 200 204 202 135 131 134 136 139 138
Total Customers 25,544 25,790 26,152 26,498 24,647 25,198 25,598 26,182 26,403 26,734
Sanitation
Number of Customers 14,926 15,030 15,177 15,331 14,811 15,620 15,917 15,960 16,112 16,180
Tonnage 8,969 8,935 8,956 9,160 9,210 9,476 9,623 9,694 8,989 9,682
Landfill
Tonnage 147,265 148,953 111,445 115,624 123,692 126,875 137,025 140,658 127,587 128,210
Sources: Various city divisions.
Notes:
1 Numbers are based on a calendar year and 2020 figures are compiled through 10/15/20 for Police and Fire.
OPERATING INDICATORS BY FUNCTION
Last Ten Fiscal Years (FY 2011 through FY 2020)
664
Iowa City Police Department Statistics
General Police Data Discrepancies
Performing a comparative analysis between local jurisdictions is an imperfect process. Data are
influenced by differences in definitions, reporting, and collection measures. It must be noted
that it is important to focus on the trends in the data rather than any one specific data point
between communities. While measures have been taken to universalize and standardize the
data, the trend in the data is the most valuable information provided.
Data & Comparison
The data presented below represent the raw data collected by the Iowa City Police Department
and information gathered from the Federal Bureau of Investigation. Data synthesis was based
on the 2010 US Census population. Metro Coalition comparison uses 2019 data. The
comparison uses the UCR system, which is described below.
UNIVERSAL CRIME REPORTING (UCR 1)
Crimes can be reported in various ways. The UCR system has been a standard used by police
departments across the United States and is utilized by the State of Iowa as a means of
reporting data. UCR1 data specifically refers to two groups of crimes: UCR 1 Property Crimes
and UCR 1 Violent Crimes. The following crimes are represented in these two groups:
UCR 1 Property Crimes UCR 1 Violent Crimes
Arson Murder/Non-Negligent Manslaughter
Burglary Forcible Rape
Larceny Robbery
Shoplifting Aggravated Assault
All forms of theft
While more crimes exist, these crimes are utilized to provide an overview of workload and
highlight serious crimes in a community. Even with universal reporting, actual reporting of
crimes may vary between communities.
Why We Exist: The mission of the Iowa City Police Department is to protect the rights of all
persons within its jurisdiction to be free from crime, to be secure in their possessions, and to
live in peace. By pursuing the goals of education, prevention and enforcement, it is the
primary objective of the Iowa City Police Department to pursue the ideal of a community free
from crime and disorder in a fair, responsive, collaborative and professional manner.
665
Iowa City Raw Data
Calendar Year 2011 2012 2013 2014 2015 2016 2017 2018 2019
Number of Officers 79 78 87 82 82 83 82 86 84
Total Violent Crimes 163 185 222 228 194 197 156 176 167
Total Property Crimes 1,580 1,842 1,839 1,842 1,978 1,551 1,767 1,518 1,252
Total Violent Crime
Arrests 105 88 92 111 93 80 78 78 108
Total Property Crime
Arrests 428 456 568 501 444 330 292 213 270
Total Juvenile Violent
Crime Arrests 12 14 10 7 7 5 10 11 7
Total Juvenile Property
Crime Arrests 102 126 121 84 88 52 46 28 17
Total DUI Arrests 452 440 598 569 621 703 594 602 590
Total PAULA Arrests 495 300 415 339 216 254 348 281 114
666
Iowa City Synthesized Data
Per capita calculations use the 2010 US Census
Calendar Year 2011 2012 2013 2014 2015 2016 2017 2018 2019
Sworn Officers
per 1,000 Population 1.16 1.15 1.28 1.21 1.21 1.22 1.2 1.26 1.24
Total Violent Crimes
per 1,000 Population 2.40 2.73 3.27 3.36 2.86 3 2.2 2.6 2.46
Total Violent Crime
Arrests
per 1,000 Population
1.55 1.30 1.36 1.64 1.37 1.18 1.14 1.15 1.6
Total Property Crimes
per 1,000 Population 23.28 27.14 27.10 27.14 29.15 23.84 26.03 22.4 18.45
Total Property Crime
Arrests
per 1,000 Population
6.31 6.72 8.37 7.38 6.54 4.86 4.3 3.14 3.98
Total UCR 1 Arrests
per Sworn Officer 6.75 6.97 7.59 7.46 6.55 4.94 4.51 3.38 4.5
Juvenile Violent Crime
Arrests as % of Total 7.36% 7.57% 4.50% 3.07% 3.61% 2.54% 6.41% 6.25 4.2
Juvenile Property
Crime Arrests as % of
Total
6.46% 6.84% 6.58% 4.56% 4.49% 3.35% 2.6% 1.84 1.36
Total DUI Arrests
per 1,000 Population 6.66 6.48 8.81 8.38 9.15 10.36 8.75 8.87 8.7
Total DUI Arrests
per Sworn Officer 5.72 5.64 6.87 6.94 7.57 8.47 7.24 7 7.02
Total PAULA* Arrests
per 1,000 Population 7.29 4.42 6.12 5.00 3.18 3.74 5.13 4.14 1.7
Total PAULA* Arrests
per Sworn Officer 6.27 3.85 4.77 4.13 2.63 3.06 4.17 3.27 1.68
*Possession of Alcohol Under the Legal Age
667
Iowa Metro Coalition Comparison
The Metropolitan Coalition1 is an organization comprised of Iowa’s largest communities. The
tables below present total offenses and rates by UCR 1 type.
Metro Coalition UCR 1 Data, 2019:
Ames
Cedar
Rapids
Council
Bluffs Davenport
Des
Moines Dubuque
Sioux
City Waterloo
Ave. w/o
Iowa
City
Iowa
City
Population 68,237 134,007 62,427 102,392 218,384 57,973 82,339 67,723 99,185 77,390
Violent Crime 135 345 493 609 1,555 110 366 306 489 167
Violent Crime Rate 197.84 257.45 789.72 594.77 712 189.74 444.5 451.84 454.73 215
Murder/Non-negligent 1 2 6 2 14 0 2 1 3.5 1
Manslaughter
Murder/Non-negligent 1.47 1.5 9.61 1.95 6.4 0 2.43 1.48 3.1 1.3
Manslaughter Rate
Rape 44 27 39 84 117 34 50 12 50.88 40
Rape Rate 64.5 20.15 62.5 82 53.58 58.65 60.72 17.72 52.48 51.69
Robbery 21 83 57 124 283 9 57 38 84 25
Robbery Rate 30.78 61.94 91.31 121.1 129.59 15.52 69.23 56.11 71.95 32.3
Aggravated Assault 69 233 391 399 1,141 67 257 255 351.5 101
Aggravated Assault
Rate 101.12 173.87 626.33 389.68 522.47 115.57 312.12 376.53 327.21 130.5
Property Crime 1,171 4,470 3,649 3,918 8,933 949 3,203 1,682 3497 1,252
Property Crime Rate 1,716 3,335.66 5,845.2 3,826.47 4,090.5 1,636.99 3,890 2,483.65 2,915.56 1,617.78
Burglary 138 837 529 745 2,284 138 645 515 728.88 314
Burglary Rate 202.24 624.6 847.39 727.6 1,045.86 238 783.35 760.45 558.31 405.74
Larceny-Theft 975 3,268 2,629 2,830 5,336 747 2,310 1,038 2,391.63 867
Larceny-Theft Rate 1,428.84 2,438.68 4,211.32 2,763.89 2,443.4 1,288.53 2,805.47 1,532.74 2,364 1,120.3
Motor Vehicle Theft 58 365 491 343 1,313 64 248 129 376.4 71
Motor Vehicle Theft 41 272.4 786.52 335 601.23 110.4 301.2 190.5 329.78 91.74
Rate
Arson 2 13 22 17 53 12 15 14 18.5 2
Arson Rate 2.93 9.7 35.24 16.6 24.27 20.7 18.2 20.67 18.54 2.58
• Variations in population coverage and reporting practices may cause differences in reporting from
year to year.
• Rates are the number of reported offenses per 100,000 population.
• Sources: FBI, Uniform Crime Reports.
668
Iowa City Fire Department Statistics
General Fire Data
Performing a comparative analysis between local jurisdictions is an imperfect process. Data is
influenced by differences in definitions, reporting, and collection measures. It must be noted that
it is important to focus on the trends in the data rather than any one specific data point, the trend
in the data is the most valuable information provided.
Broadly speaking, the physical, political, and demographic characteristics of each reporting
jurisdiction influence performance. Examples include unusually good or bad weather, major
budget cuts, and median household income. Citizen preferences, council or board priorities,
local tax resources, and state‐imposed spending limits cause additional variation in the
resources available for providing fire and EMS services.
More specifically, some of the factors that influence the comparability of fire and EMS data are:
Building stock—Industrial structures are more likely to be involved in fire or hazardous
materials events. Older structures are less likely to meet current fire codes or to be equipped
with fire detection and suppression systems. High‐rise structures may pose additional
challenges.
Geography—Street layout, terrain, the fire/EMS station locations, and traffic flow can
significantly impact the ability for one jurisdiction to achieve the same level of service as
another.
Staffing—Jurisdictions can vary in the numbers assigned per fire apparatus, the minimum
scheduled to work each day, the percentage of sworn vs. civilian staff, and the percentage of
volunteers.
Scope—Jurisdictions have varying levels of EMT-medical services offered by fire departments.
The three levels are first responder, paramedic provisional and full paramedic EMS. Cost of
service may vary depending on the degree to which different departments perform EMS
services.
Why We Exist: The mission of the Iowa City Fire Department is to protect our community by
providing progressive, high quality emergency and preventive services.
669
Iowa City Raw Data
Collected by the Iowa City Fire Department
Calendar Year 2011 2012 2013 2014 2015 2016 2017 2018 2019
Number of Firefighters 64 64 64 64 64 64 64 64 64
Total Non-Fire Incidents 4,473 4,948 5,332 5,624 5,819 6,786 6,284 6,865 7,330
Total Structure Fires 62 81 106 93 115 106 121 93 101
Residential Building Fires 51 64 87 73 91 79 99 74 79
Non-Residential
Building Fires 11 17 19 20 24 27 22 19 22
Total Non-Structure Fires 100 144 87 82 81 82 76 64 53
Average Response Time -
Fire Incident (Min) 4:48 5:22 4:54 4:54 5:28 5:43 5:47 5:51 5:59
Average Response Time -
Non-Fire Incident (Min) 4:53 4:39 5:06 4:41 5:21 5:44 6:22 5:38 5:41
False Alarms 783 796 749 860 928 997 903 977 951
Iowa City Synthesized Data
Per capita calculations use the 2010 US Census
Calendar Year 2011 2012 2013 2014 2015 2016 2017 2018 2019
Sworn Firefighters
per 1,000 Population 0.94 0.94 0.94 0.94 0.94 0.94 0.94 0.94 0.94
Total Non-Fire Incidents
per 1,000 Population 65.91 72.94 78.57 82.87 85.75 99.99 92.59 101.16 108.01
Total Structure Fires
per 1,000 Population 0.91 1.19 1.56 1.37 1.69 1.56 1.78 1.37 1.48
Residential Building Fires
per 1,000 Population 0.75 0.94 1.28 1.08 1.34 1.16 1.45 1.09 1.16
Non-Residential
Building Fires
per 1,000 Population
0.16 0.25 0.28 0.29 0.35 0.40 0.32 0.28 0.32
Total Non-Structure Fires
per 1,000 Population 1.47 2.12 1.28 1.08 1.34 1.16 1.11 0.94 0.78
False Alarms
per 1,000 Population 11.54 11.73 11.04 12.67 13.67 14.69 13.30 14.4 14.01
670
Iowa City Public Library Statistics
General Library Data Discrepancies
Performing a comparative analysis between local jurisdictions is an imperfect process. Data are
influenced by differences in definitions, reporting, and collection measures. It must be noted that it is
important to focus on the trends in the data between communities rather than any one specific data
point. While measures have been taken to universalize and standardize the data, the trend in the data
is the most valuable information provided.
More specifically, some of the factors that influence the comparability of Library data are:
• Nonresident borrower ratio: The ratio of resident to nonresident borrowers can influence funding
for materials acquisition and program planning. Generally, jurisdictions are more inclined to fund
materials and programming for their own residents.
• Some variation in the number of borrowers may be attributed to the frequency with which
jurisdictions remove inactive borrower records. All other conditions being equal, jurisdictions that
purge records frequently tend to report fewer registered borrowers than jurisdictions that purge
infrequently.
• Because some jurisdictions provide library services to neighboring jurisdictions by means of
contract or other official agreement, the size of the service area may be larger than the
population of the jurisdiction.
• Variations in library expenditures may be attributed to differences in the number of library
facilities, the hours of operation, and the size and scope of holdings and programs.
• Also possibly influencing expenditure levels is citizen demand for library services; traditional
library services such as book loans and reference assistance as well as less traditional library‐
based services such as Internet access, adult literacy programs, and more.
• Some differences in the number of items circulated during the reporting period may be attributed
to the size of a jurisdiction’s library collection and the proportion of the collection that circulates
outside the library. For example, an increasing number of jurisdictions offer access (both in‐
library and remote) to substantial electronic holdings that do not circulate outside the library per
se and, therefore, may not be reflected in circulation statistics.
• Differences result depending on expenses that may or may not be included in overall budgets
such as building cleaning, grounds upkeep, and various technology expenses.
Why We Exist: The Iowa City Public Library is a center of community life that connects
people of all ages with information, engages them with the world of ideas and with each
other, and enriches the community by supporting learning, promoting literacy, and
encouraging creativity.
The Library values and is committed to: access, belonging, collaboration, community,
enjoyment, intellectual freedom, and literacy.
671
Iowa City Raw Data
Fiscal Year FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
Circulation 1,512,852 1,406,995 1,391,482 1,369,069 1,307,735 1,226,305 1,292,526 950,617
Visits 721,058 710,595 826,217 789,919 800,040 746,359 676,237 455,549
Registered Borrowers 67,556 65,499 64,957 63,208 61,117 57,601 52,872 49,788
Total Collection 232,280 251,837 240,111 235,337 241,612 266,427 251,666 243,140
Reference
Transactions 76,675 76,415 *45,510 45,613 42,360 44,643 43,735 31,554
Reserves Placed 115,785 132,801 146,917 163,505 170,255 193,606 225,606 105,567
Internet Terminal
Users 110,634 115,990 108,345 91,565 83,104 75,067 68,613 48,119
WIFI uses N/A N/A N/A 628,382 1,130,391 1,266,902 1,146,005 731,539
Children's Program
Attendance 40,379 39,583 40,337 39,882 37,618 47,981 45,503 21,941
*Reference transaction definition changed in FY15.
Iowa City Synthesized Data
Per capita calculations use ICPL’s entire service area population, 84,074, as reported by the Institute of Museum & Library
Services (FY18).
Fiscal Year FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
Circulation per
Capita 18.42 16.86 17.12 16.42 15.68 15.18 15.50 11.31
Circulation per
Registered Borrower 22.39 21.48 21.42 21.66 21.4 21.98 24.45 19.09
Visits per Capita 9.02 8.51 10.17 9.47 9.59 8.95 8.11 5.42
Visits per Registered
Borrower 10.97 10.85 12.72 12.50 13.09 12.96 12.79 9.15
Registered
Borrowers as % of
Service Area
Population
82% 78% 80% 76% 73% 69% 63% 59%
672
Iowa Metro Coalition Comparison
The Metropolitan Coalition is an organization comprised of Iowa’s largest communities. FY2020 data,
as reported to the State Library of Iowa, are used. Per capita metrics are based on the population of
each city’s jurisdiction, not the service area of the library. While not all Metro Coalition cities’ data are
presented, all five cities’ data are included in the ‘average without Iowa City’ calculations. For this report
populations used is the city population and does not include contract areas which, for Iowa City, include
rural Johnson County, Hills, University Heights and Lone Tree.
Revenue:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Population 67,862 58,965 126,326 62,230 204,220 68,406
City Income 4,010,453 4,089,785 5,726,494 2,725,425 7,316,532 1,837,384
City Income per Capita 59.10 69.36 45.33 43.80 35.83 26.86
County Income 450,177 171,748 78,437 249,389 60,860 62,969
State/Federal Income 66,984 70,880 97,423 25,099 102,275 39,604
Other Income 43,424 192,941 46,808 146,872 22,383 1,889
Total Income 6,032,599 4,525,354 6,571,107 3,158,816 8,040,701 2,633,539
Total Income per Capita 88.90 76.75 52.02 50.76 39.37 38.50
Expenditures:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Staff Expenditures 5,030,076 3,165,202 4,728,107 1,978,571 5,966,680 2,029,270
Collection Expenditures 716,143 576,377 590,412 270,199 1,130,284 209,975
Other Expenditures 794,769 783,775 1,163,281 483,044 1,353,029 214,757
Total Expenditures 6,540,988 4,525,354 6,481,800 2,731,814 8,449,993 2,454,002
Per Capita Expenditures 96.39 76.75 51.31 43.90 41.38 35.87
673
Collections:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Total Physical Items 206,811 278,974 294,473 130,719 450,913 95,737
Total Downloadable 36,329 129,233 25,122 105,066 74,495 11,846
Total Downloadable &
Physical 243,140 408,207 319,595 235,785 525,408 107,583
Licensed Databases 87 61 19 61 42 54
Subscriptions- Periodical - - - - - -
*Subscriptions & periodicals were not counted in the FY20 State Report.
Circulation/ Building Visits:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Total Circ 950,617 961,602 753,704 338,865 1,021,106 241,029
Per Capita Circ 14.01 16.30 5.97 5.45 5.00 3.52
Registered Borrowers 49,788 47,510 75,611 39.998 93,889 34,578
Visits 455,549 336,272 459,820 182,534 658,588 92,342
Total Hours Open: All
Buildings/ Bookmobile 3,933 2930 3,328 3,432 12,176 3,176
Other:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Reference Transactions 31,354 5,668 34,496 26,541 129,828 28,970
Kids' Program Attendance 21,941 51,234 21,035 26,752 32,134 16,844
YA Program Attendance 4,274 1,349 2,018 5,291 1,435 363
Adult Program Attendance 4,069 6,275 29,295 7,441 8,998 2,366
Internet PCs 65 63 128 86 159 77
Internet Use per Year 48,119 27,969 87,701 29,509 89,798 30,047
FTE Librarian 15.00 19.00 19.00 8.05 38.00 8.03
FTE Other Staff 43.75 24.75 48.50 17.28 36.00 22.23
FTE Total Staff 58.75 43.75 67.50 25.33 74.00 30.26
674
Selected National Library Comparison
The charts below present data from selected public libraries. Data were compiled by the Institute of
Museum and Library Services. Fiscal year 2018 reported data are used, the most recent available for
comparison libraries. Libraries were selected based on their similarities to ICPL services and their
cities’ similarities to Iowa City.
*Population includes residents for each library’s entire service area, including contracting cities and proportional
representations of rural county populations. For instance, the population used for Iowa City includes a portion of
rural county residents, Hills, and University Heights. This is important to help standardize data.
Library
Iowa City
Public
Library, IA
Westerville
Public
Library, OH
Evanston
Public
Library, IL
Boulder
Public
Library, CO
Ann Arbor
District
Library, MI
Bloomington
Public Library,
IL
Number of
Bookmobiles 1 0 0 0 0 1
Number of Branch
Libraries 0 0 2 4 4 0
Population Legal
Service Area 84,074 90,764 74,486 106,974 163,590 76,610
Number of Outlets 2 1 3 5 5 2
ALA-MLS
Librarians 15 24.15 19.75 17 18 12.35
Total Staff 82.18 80.65 67.41 80.25 174 66.31
Local Revenue 5,921,874 4,155,072 6,370,507 7,513,693 15,842,212 4,679,453
Local Revenue per
Capita 70.44 45.78 85.53 70.24 96.84 61.08
State Revenue 73,825 2,916,755 0 0 122,546 189,883
State Revenue per
Capita .88 32.14 0 0 .75 2.48
Total Revenue 6,584,209 8,084,476 7,189,132 7,977,622 16,430,551 5,453,751
Total Revenue per
Capita 78.31 89.07 96.52 74.58 100.44 71.19
Total Collection
Expenditures 705,892 1,045,879 880,900 1,037,344 1,588,619 659,677
Total Collection
Expenditures per
Capita
8.40 11.52 11.83 9.70 9.71 8.61
Total Operating
Expenditures 6,540,358 7,399,797 7,018,706 7,705,710 14,690,756 5,079,526
Total Operating
Expenditures per
Capita
77.79 81.53 94.23 72.03 89.80 66.30
Total Circulation 1,270,720 1,590,447 1,045,730 1,556,715 6,128,574 1,222,840
Total Circulation
per Capita 15.11 17.52 14.04 14.55 37.46 15.96
Reference
Transactions 44,643 111,228 76,844 62,701 47,38 47,335
Library Visits 746,359 511,784 548,512 1,033,147 1,851,354 326,247
Library Visits per
Capita 8.88 5.64 7.36 9.66 11.32 4.26
Children's Program
Attendance 47,981 49,296 29,187 58,190 99,258 10,797
675
Senior Center Statistics
Membership & Associated Revenue Sources
75.71% of Center members are between the ages of 60 and 79.
Membership Distribution by Age Group
FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
Total
Members* 1,545 1,595 1,620 1,618 1,554 1,608 1,732 1,565
Percent, Age
≤59 8.6% 9.9% 8.7% 6.6% 6.1% 5.5% 5.64% 5.53%
Percent, Age
60-69 35.6% 38.2% 39.5% 39.1% 35.5% 33.3% 33.75% 30.55%
Percent, Age
70-79 35% 33.5% 33.9% 35.8% 39.2% 42% 43.42% 45.16%
Percent, Age
≥80 20.8% 18.4% 17.9% 18.5% 19.2% 19.2% 17.21% 18.76%
*Number of members as of the end of each fiscal year.
FY2020 total membership increased 3.4% based on the peak membership number.
Membership fees were introduced in 2003 and increased in FY2013 and FY2017. Membership fees
are differentiated based on the location of the member’s residence.
Membership Fee Revenue
FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
Membership Fee
Revenue $46,751 $57,354 $53,811 $48,676 $61,555 $63,105 $67,455 $51,720
% Change 24.9% 22.7% -6.17%-9.5%26.5% 2.5% 6.9% -23.3%
74.48% of the Center’s membership resides within the corporate limits of Iowa City; approximately
13.97% of the Center’s members are Johnson County residents outside of Iowa City.
Peak Membership Number During the Fiscal Year
FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
1,625 1,649 1,621 1,618 1,614 1,608 1,715 1,774
Why We Exist: The mission of The Center enhances quality of life by creating opportunities
to support wellness, social connections, community engagement and lifelong learning for a
diverse and growing older adult population.
676
Membership Distribution by Place of Residence
FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
Percent of Members, Iowa
City Residents 78.7% 81.0% 80.0% 81.0% 80.6% 80.41% 80.77% 74.48%
Percent Johnson County
Residents (Outside Iowa
City)
19.7% 18.0% 18.1% 17.0% 17.4% 17.79% 17.09% 13.97%
Percent non-Johnson
County 1.4% 1.0% 1.9% 2.0% 2% 1.80% 2.14% 1.91%
During FY2020, the City of Iowa City supported 73% of the Senior Center’s budget. Senior Center
revenue includes grants, donations, membership fees, parking fees, independent contractors, and
rentals, etc. In FY2012, the City began applying for the Economic Development/Quality of Life Block
Grant application to Johnson County for funding. From FY2012 -FY20 we have been approved for
funding each year from between $70,000 to $60,000. We will continue to apply for increased funding
from this fund as we continue to partner with rural communities in the county.
Iowa City Senior Center Finances
FY16 FY17 FY18 FY19 FY20
Senior Center Revenue $224,017 $264,532 $263,767 $257,245 $247,595
Senior Center Expenses $803,564 $898,941 $877,515 $863,699 $913,615
Iowa City Contribution $579,547 $634,409 $613,748 $606,454 $666,020
The Center’s goal is for revenue from sources other than Iowa City property taxes to support 30% of
the Center’s budget. This goal of 30% includes but is not limited to: intergovernmental grants,
membership & program fees, contributions & donations, parking permit sales, and rental fees. This
calculation is based on the general revenues subsidy divided by the total expenditures and transfers in
General Fund (1000 only).
Cost Recovery Percentage
FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
Cost Recovery 25.31% 28.33% 26.97% 27.88% 29% 30% 30% 27%
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Programs, Attendance, and Volunteerism
FY20 Senior Center Programming by Area of Mission
Area of Mission FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
Community Engagement * * * * * * * 29
Lifelong Learning * * * * * * * 103
Social Connections * * * * * * * 60
Wellness * * * * * * * 77
Total Program Offerings
(unduplicated) * * * * * * * 269
Additional Program Details
Virtual * * * * * * * 32
Off-site * * * * * * * 15
Diverse representation and
culturally responsive * * * * * * * 18
Climate Action * * * * * * * 4
*New measures in 2020.
Volunteer involvement in the Center remains strong.
Volunteer Involvement
FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
Volunteers 645 668 637 592 623 685 648 600*
*Number approximated due to a new volunteer system.
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Iowa City Transportation Services Statistics
General Parking Information
The Parking Division of the Transportation Services Department is a self-supporting enterprise
fund responsible for providing safe and convenient parking options in downtown Iowa City. The
division oversees the operation of six ramps, five surface lots, and on-street (metered) parking.
Parking Services enforces parking regulation in the central business district, while the Police
Department enforces parking regulations in residential areas.
Iowa City Parking Data
Collected by the Iowa City Transportation Services Department
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Web Citation Payments 64.0% 65.38% 68.12% 68.87% 72.1% 76.3%
Citations Issued 65,206 57,560 62,927 50,347 61,330 48,044
$0 Expired Meter Citations 23,372 19,339 20,833 15,614 19,041 15,782
Citation Appeals 593 519 732 597 818 603
Faulty Meters 586 370 725 853 2,411 2,342
Available Spaces
On Street 1,190 1,174 1,174 1,189 1,177 1,177
Off Street 3,086 3,086 3,686 3,686 3,686 3,686
Transient Hours Parked 5,144,358 4,981,945 5,063,659 5,147,055 5,054,757 3,621,758
Average Hourly Duration
Access Controlled facilities 3.05 3.10 3.07 3.28 3.41 3.68
Credit Card Usage
Access Controlled facilities 67% 70% 71% 74% 78% 81%
Pay by Space facilities 64% 76% 79% 80% 89% 99%
Permits Issued
Automobile 1,857 1,883 1,985 1,961 1,918 2,104
Moped/Scooter/Motorcycle 683 735 736 687 721 793
*FY19 Faulty Meters data includes all meter service calls. Previous data was exclusively coin
jams and battery issues.
Why We Exist: The Iowa City Transportation Services Department is committed to
providing convenient, safe parking options, safe and courteous transit services, and quality
customer service to the citizens and visitors of Iowa City.
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General Transit Information
The Transit Division is a self-supporting enterprise fund that provides fixed-route and paratransit
bus services as well as operating the Court Street Transportation Center. The division is
committed to providing safe, courteous, and quality transportation to the citizens and visitors of
Iowa City as well as the City of University Heights.
Iowa City Transit Data
Collected by the Iowa City Transportation Services Department
FY 2015 FY 2016 FY 2017 FY 2018 * FY 2019 * FY 2020 *
Ridership 1,902,350 1,683,634 1,554,549 1,498,468 1,486,351 1,149,620
Total Operating Expense $5,055,620 $4,857,006 $4,949,243 $5,413,686 $5,563,357 $5,796,283
Fare Revenue $1,407,585 $1,252,155 $1,216,109 $1,180,297 $1,172,298 $953,281
Revenue Vehicle Miles 707,363 708,473 712,806 704,184 702,568 705,284
Revenue Vehicle Hours 53,843 54,404 54,658 53,953 53,937 54,008
Cost per Ride $2.66 $2.89 $3.18 $3.61 $3.74 $5.04
Cost per Rev Vehicle Mile $7.15 $6.86 $6.94 $7.69 $7.92 $8.22
Cost per Rev Vehicle Hour $93.90 $89.28 $90.55 $100.34 $103.15 $107.32
Farebox/Expense Ratio 0.28 0.26 0.25 0.22 0.21 0.16
Average Fare $0.74 $0.74 $0.78 $0.79 $0.79 $0.83
Operating Deficit per trip $1.92 $2.15 $2.40 $2.83 $2.95 $4.21
Riders per Rev Vehicle
Mile 2.7 2.4 2.18 2.13 2.12 1.63
Riders per Rev Vehicle
Hour 35.3 31.0 28.4 27.77 27.56 21.29
Passenger Miles 4,046,778 3,586,140 3,311,189 3,236,690 3,210,518 2,483,179
Fleet Vehicles 27 27 27 27 27 27
Base Fare $1.00 $1.00 $1.00 $1.00 $1.00 $1.00
Fleet Average Age 12.65 13.15 13.62 14.25 7.59 8.59
Fuel Consumption 196,029 195,995 194,402 196,942 189,081 177,699
Days Operated 305 306 306 307 305 309
Court St Trans Center
Total Revenue - - - $1,256,055 $1,285,686 $1,101,006
Total Ops Expense - - - $137,530 $182,030 $143,813
Net Income - - - $1,118,525 $1,103,656 $957,193
*FY18 – FY20 Data reflects a separation of the Court Street Transportation Center from Transit
Fleet Operations
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Iowa City Neighborhood & Development Services Statistics
Neighborhood Services Division
The Neighborhood Services Division is responsible for the administration of various housing
services, housing programs and revitalization efforts that focus on sustaining healthy, safe,
affordable neighborhoods.
Community Development
Community Development staff are committed to providing Iowa City residents with access to
safe and affordable housing, jobs and services. This is accomplished by coordinating efforts
with local organizations, businesses and other community partners, and by administering and
coordinating activities relating to city, state, and federal housing and community and economic
development programs. Neighborhood Outreach provides a conduit between all City
departments and the network of neighborhood associations within Iowa City, and facilitates the
distribution of funds made available by the City Council for small-scale neighborhood
improvements.
FY17 FY18 FY19 FY20
CDBG/HOME Funds Spent $1,644,951 $1,136,400 $1,631,081 $1,613,303
Univercity Homes Purchased and Sold 3 5 4 1
HMGP Buyouts - Purchased/removed from
floodplain 3 2* 0 0
Aid to Agencies $378,700 $378,700 $391,700 $644,500
Neighborhood Associations 33 33 33 33
PIN Grants $12,818 $15,379 $15,505 $11,690
Public Art Projects $13,906 $14,207 $18,024 $17,591
*In FY18 one home purchased and removed with HMGP funds, one home purchased and removed with
City General Funds.
Housing Authority
The Housing Authority administers housing assistance programs throughout its jurisdiction,
including all of Johnson County, Iowa County and portions of Washington County. Annually, the
Housing Authority assists approximately 1,400 low-income families to acquire and maintain
affordable housing through rental and ownership programs. Rental assistance includes the
Housing Choice Voucher/Section 8 (HCV), Public Housing, and Veterans’ Supportive Housing
(VASH) Programs. Homeownership opportunities exist under the Affordable Dream
Homeownership Program (ADHOP), and the HCV Homeownership Program.
CY16 CY17 CY18 CY19
Public Housing Units 81 81 81 81
Housing Choice Vouchers 1,215 1,215 1,215 1,191
VASH Vouchers 83 83 83 83
Project Based Vouchers 0 0 0 24
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Total HAP Payments (Landlords, Mortgage
Lenders, Escrow Deposits) $7,034,902 $7,064,201 $7,846,567 $8,358,264
Public Housing Payment for maintenance &
repair of Public Housing units $190,393 $306,264 $301,907 $307,163
Public Housing Payment in Lieu of Taxes
(PILOT) $28,606 $30,847 $30,540 $27,771
Housing Inspection
Housing Inspection’s mission is to ensure that Iowa City’s housing facilities are of the quality
necessary to protect and promote the health, safety, and welfare of those persons utilizing these
facilities and the general public.
FY17 FY18 FY19 FY20
Rental Units 18,373 19,032 19,838 19,951
Documented Tidemark Compliant Cases 1,597 1,416 3,783 2,539
Development Services Division
The Development Services Division is responsible for overseeing the development process
including land annexation, zoning, subdivision, building permits, and inspections and
enforcement of City codes and regulations. The Division consists of the Urban Planning
Division and the Building Inspections Services Division. The Urban Planning Division is
responsible for administering rezoning, subdivision, and special exception applications and
staffs the Planning and Zoning Commission, the Board of Adjustment and the Historic
Preservation Commission. The Building Inspections Services Division is responsible for
reviewing site and building plans, conducting building inspections, enforcement of nuisance and
other zoning-code related regulations, and administering permits such as temporary use
permits.
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Permit Activity by Calendar Year
Applied for Only not IssuedPermit Description 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 10 Yr. Avg.
Building Permits 779 750 758 842 780 726 837 818 684 702 768
Electrical Permits 326 333 307 322 280 268 316 340 418 343 325
Plumbing Permits 107 127 166 158 172 148 216 143 162 189 159
Mechanical Permits 238 191 218 165 140 146 182 190 148 109 173
Construction Site Run-off Permit 117 97 167 194 198 156 198 201 124 106 156
Demolition Permits 74 47 47 42 33 21 44 12 38 17 38
Backflow Prevention Cases 59 59 71 56 54 40 20 39 51 104 55
Water Tap Applications 192 139 242 270 238 200 277 266 112 102 204
Fire Sprinkler Permits 42 43 46 47 52 54 78 68 79 59 57
Fire Alarm Permits 45 42 52 48 45 67 58 76 61 56 55
Sign Permits 160 162 165 157 151 198 148 180 201 160 168
Site Plan Development
Reviews 20 34 36 46 31 47 31 35 34 28 34
Flood Plan Development
Permits 33 34 27 15 16 15 16 16 13 13 20
Liquor 155 155 155 155 155 155 185 185 185 185 167
Moving Permits 1 1 8 2 1 1 7 0 0 2 2
Temporary Use Permits 16 49 30 25 15 13 30 28 14 10 23
Hydrant Connections 20 18 33 24 19 18 26 14 16 27 22
Total Permit 2,384 2,281 2,528 2,568 2,380 2,273 2,669 2,611 2,340 2,212 2,425
Single-Family Dwellings 108 80 143 171 176 137 172 157 109 80 133
Duplex Dwelling Units 8 18 16 8 14 6 12 8 10 8 11
Multi-Family Dwelling Units 80 76 140 488 218 499 896 353 169 476 340
Total ISSUED Permit Value 96,038,872 81,699,792 169,236,691 184,876,852 152,579,212 138,311,513 388,427,023 216,818,013 192,814,810 231,476,881 185,227,966
Non Taxable Non Taxable Non Taxable Non Taxable Non Taxable Non Taxable Non Taxable Non Taxable
***1st year for Game Day Vendors (33 permits)61,196,114 7,602,912 34,930,777 4,259,627 49,173,944 25,058,150 50,631,602 63,593,777
Financial Report by Fiscal Year
FY FY11 FY12 FY13 FY 14 FY 15 FY 16 FY 17 FY18 FY19 FY20 10 Yr. Avg.
Total Revenue 868,816 902,248 1,244,153 1,221,473 1,200,562 2,021,881 2,353,394 1,642,098 1,775,930 1,174,721 1,440,528
Total Expenditures 739,121 775,283 661,384 761,620 841,655 870,358 945,994 876,555 903,528 969,084 834,458
Total Revenue, Net of
Expenditures 129,695 126,965 582,769 459,853 358,907 1,151,523 1,407,400 765,543 872,402 205,637 591,630
Breakdow of Complaints 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Snow 788 (37%)404 (23%)394 (27%)716 (36%)520 (31%)589 (35%)961 (48%)38 (4%)532 (30%)861 (32%)
Weeds 412 (19%)444 (25%)302 (20%)403 (20%)379 (23%)416 (25%)394 (20%)360 (34%)527 (29%)716 (27%)
Junk/Salvage 165 (8%)162 (9%)135 (9%)165 (8%192 (12%)168 (10%)133 (7%)164 (15%)154 (9%)453 (17%
Other 775 (36%)757 (43%)651 (44%)714 (36%)567 (34%)510 (30%)485 (25%)511 (47%)583 (32%)651 (24%)
Total Complaint Cases 2140 1767 1482 1998 1658 1683 1973 1073 1796 2681
Citation Cases 69 (7%)66 (7%)58 (7%)83 (9%)74 (10%)61 (9%)61 (10%)62(9%)83 (5%)200 (18%)
(1) Other includes illegal parking, no rental permit, sign violations, inoperable vehicles, erosion control violations, over occupancy, etc.
(2) Percent of citations based on total complaint cases less snow and weed complaints since compliance for snow and weed complants is through abatement.
July 2020 Update
City of Iowa City Building Inspection Services
Activity and Financial Data
***
(1)
(2)
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Summary
APPENDIX
State Property Tax Reform Impact
Glossary
F
Y
2
0
2
2
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State Property Tax Reform Impact Summary
On May 22, 2013, the State of Iowa legislature passed a property tax reform bill (SF295) that
will have a significant impact on the City’s ability to finance services in the future. The property
tax reform bill has multiple components; the specific provisions of bill SF295 that affect the
City’s ability to finance services are briefly explained below along with an estimate of the future
financial impact to the City’s operations.
Residential Assessment Limitation
Summary: For each assessment year beginning January 2013 and thereafter, SF295 reduces
the limit of taxable valuation growth from 4 percent to 3 percent or whichever is lowest of the
agricultural and residential classes. The City will not receive any money from the State due to
lost revenue from this provision.
Commercial & Industrial Rollback
Summary: For valuations at January 1, 2013, commercial and industrial property will be rolled
back to 95 percent. For valuations at January 1, 2014, commercial and industrial property were
rolled back to 90 percent. Thereafter, the two classes are taxed at 90 percent of their assessed
value. The bill establishes a standing appropriation for the State to backfill losses to the City
due to the commercial and industrial rollback beginning in Fiscal Year 2015 and then caps the
amount at Fiscal Year 2017 levels.
Multi-residential Property
Summary: This provision establishes a multi-residential property classification that includes
mobile home parks, manufactured home communities, land-leased communities, assisted living
facilities and property primarily intended for human habitation containing three or more separate
living quarters. Additionally, for buildings that are not otherwise classified as residential property,
that portion of a building that is intended for human habitation can be classified as a multi-
residential property, even if human habitation is not the primary use of the building and
regardless of the number of dwelling units.
The following rollback percentages will be phased in over eight years, beginning in assessment
year 2015 (fiscal year 2017). The projected loss will not be backfilled:
•January 1, 2015 – 86.25%
•January 1, 2016 – 82.50%
•January 1, 2017 – 78.75%
•January 1, 2018 – 75.00%
•January 1, 2019 – 71.25%
•January 1, 2020 – 67.50%
•January 1, 2021 – 63.75%
•January 1, 2022 and thereafter– same as residential property
Telecommunications Property Taxation
Summary: This provision provides partial exemption of property used by companies in the
transaction of telegraph and telephone business that is on a graduated percentage scale based
upon the value of the property. This is phased in, with half in assessment year 2013 (Fiscal
Year 2015) and the remainder being added in assessment year 2014 (Fiscal Year 2016). The
projected loss will not be backfilled.
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•40 percent of the actual value of the property that exceeds $0 but does not exceed $20
million.
•35 percent of the actual value of the property that exceeds $20 million but does not
exceed $55 million.
•25 percent of the actual value of the property that exceeds $55 million but does not
exceed $500 million.
•20 percent of the actual value of the property that exceeds $500 million.
10-Year Financial Impact Projection for the City
Multi-Residential 3% Growth Com/Ind Com/Ind Com/Ind Total Property
Properties (1)Limit Rollback Total Rollback - Year 1 Rollback - Year 2 Total Tax Reduction
FY15 -$ 306,121$ -$ 306,121$ 1,015,119$ -$ 1,015,119$ 1,321,240$
FY16 - 627,423 - 627,423 1,017,657 1,017,657 2,035,314 2,662,737
FY17 851,745 982,915 - 1,834,660 730,102 730,102 1,460,203 3,294,863
FY18 1,116,560 1,350,772 3,651 2,470,982 730,102 730,102 1,460,203 3,931,186
FY19 1,396,497 1,757,911 50,443 3,204,852 730,102 730,102 1,460,203 4,665,055
FY20 1,692,226 2,177,375 54,219 3,923,821 730,102 730,102 1,460,203 5,384,024
FY21 2,004,442 2,638,952 109,644 4,753,038 730,102 730,102 1,460,203 6,213,242
FY22 2,333,868 3,115,578 113,569 5,563,014 730,102 730,102 1,460,203 7,023,218
FY23 2,681,255 3,637,715 174,931 6,493,902 730,102 730,102 1,460,203 7,954,105
FY24 3,428,308 4,177,423 179,019 7,784,750 730,102 730,102 1,460,203 9,244,954
Total 15,504,902$ 20,772,185$ 685,477$ 36,962,564$ 7,873,589$ 6,858,470$ 14,732,059$ 51,694,623$
(1) 3% annual value growth
(2) At current property tax rate
Not Subject to State Backfill Subject to State Backfill
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GLOSSARY
Agency Funds: One of four types of fiduciary funds. Agency funds are used to report resources
held by the reporting government in a purely custodial capacity (assets = liabilities).
Agency funds typically involve only the receipt, temporary inve stment, and remittance of
fiduciary resources to individuals, private organizations, or other governments.
Activity: The organizational subdivision of a division.
Actual Valuation: The estimated actual value placed upon real and persona l property by the City
Assessor as the basis for levying property taxes.
Assigned Fund Balance: The portion of the net position of a governmental fund that represents
resources set aside by the government for a particular purpose.
Balanced Budget : A balanced budget is one that has revenues sufficient to equal expenditures. The
City will prepare an annual balanced budget for all operating funds.
Bonded Debt: A written promise to pay a specified sum of money at a future date along with
periodic interest. Proceeds from bonds are typically used for long -term debt to pay for
construction of capital projects.
Bond Rating: Each bond issue has a rating assigned to it by an independent bond rating
company. The rating is based on the City’s financial condition and has an impact on the
bond bids and interest rates the City will pay on the bonds over their lifetime. The City’s
bond rating agency is Moody’s Investors Service.
Budget: A financial plan for a specific time period that estimates the expenditures and the
means of financ ing those expenditures which are associated with all services and functions
performed by the City.
Budgetary Basis: The basis of accounting that the City uses to prepa re, present, and monitor its
adopted budget. The City uses an adjusted the Modified Acc rual Basis of accounting as its
budget basis. The modified accrual basis of accounting used in the preparation of budget
is similar to the accounting basis used in the City’s Comprehensive Annual Financial
Report (CAFR) for the governmental funds, except f or the treatment of interfund loans,
loan repayments, and same fund transfers.
Capital Improvements Program (CIP): A management tool used to assist in the scheduling,
planning, and execution of a series of capital improvements over a five -year period. The
CIP is prepared to cover a five -year period but is updated annually. It sets forth the
estimated expenditures by year and specifies the resources estimated to be available to
finance the project expenditures.
Capital Improvements Projects: The specific projects that make up the Capital Improvements
Program. The projects involve construction, purchase, or renovation of city facilities or
property. They are generally non -recurring major improvements to the City's physical plant
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which necessitate long -term financing and are permanent in nature. A capital
improvement project is the improvement of land, buildings, or infrastructure and related
expenditures that is greater than $25,000 and has a useful life of three years or more.
Capital Outlay: Expenditure s for fixed assets, such as equipment, remodeling, minor building
improvements, and vehicles, that are funded from the operating budget and are at least
$5,000. Since long-term financing is not necessary and expenditures of this type are of
such recurring character, these items are not part of the Capital Improvements Program.
Cash Basis: A basis of accounting in which transactions are recognized only when cash is
increased or decreased. Or, a basis of accounting in which transactions are recorded
when cash is expended or received for goods and services which are sold.
Committed Fund Balance: Self-imposed limitation imposed at highest level of decision making
that requires formal action at the same level to remove.
Commodities: Items or supplies nee ded for routine maintenance and operations. They include
cleaning, maintenance and office supplies, repair materials, minor equipment, and tools.
Comprehensive Annual Financial Report (CAFR): This is the annual audited financial
statements of the City co mpiled in accordance with Generally Accep ted Accounting
Principles.
Contingency: Funds set aside, but not appropriated or approved for use. These funds could be
used for unanticipated expenditure requirements, new programs, or to absorb unexpected
revenue losses.
Contractual Service: Services such as utilities, postage, printing, employee travel, repairs and rentals,
which are purchased from private contractors.
Debt Limit: Debt incurred as a general obligation of the City shall not exceed statutory limi ts:
presently 5% of the total assessed value of property within the corporate limits as
established by the City Assessor.
Debt Service: Payment of principal and interest to holders of the City debt instruments.
Deficit: Excess of an entity's liabilities over its assets (a negative fund balance). The term may also be
used to describe a situation where expenditures exceed revenues.
Department : A major organizational unit in the City comprised of related work activities aimed at
accomplishing a major service or regulatory program.
Division: The organizational subdivision of a department.
Employee Benefits: Contributions made by the City to designated funds to meet commitments or
obligations for employee fringe benefits. Included are the City's share of cos ts for Social
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Security, Iowa Retirement System, and the other pension, medical, and life insurance
plans.
Enterprise Fund: Separate financial entity used for government operations that are financed
mainly from user fees – see Business-Type Activities.
Equity Transfers: Non-recurring or non-routine transfers of equity between funds.
Expenditures: The cost of goods received and services rendered.
Fiduciary Funds: A category of funds used to report assets held in a trustee or agency capacity for others
and which therefore cannot be used to support the government’s own programs. The fiduciary fund
category includes pension (and other employee benefit) trust funds, investment trust funds, private-
purpose trust funds, and agency funds. The City’s only fiduciary fund is an agency fund.
Fiscal Year (FY): A 12-month time period to which the annual operating budget applies. In Iowa, the fiscal
year begins July 1 and ends the following June 30.
Full-time Equivalent (FTE) Positions: A part-time position converted to the decimal equivalent position
based on total hours per year. Full-time positions charged to more than one program are shown as
an appropriate fraction in each program.
Fund: An independent fiscal and accounting entity with a self-balancing set of accounts recording cash,
which are segregated for the purpose of carrying on specific activities or attaining certain objectives.
Fund Balance: Net position of a fund (difference between assets, liabilities, deferred outflows of
resources, and deferred inflows of resources).
General Fund: The fund supported by taxes, fees, and other revenues that may be used for any lawful
purpose.
General Obligation Bonds (G.O. Bonds): When the city pledges its full faith and credit to the repayment of
the bonds it issues, then those bonds are general obligation bonds.
Generally Accepted Accounting Principles (GAAP): The accounting standards as determined by the
independent agency, the Governmental Accounting Standards Board, for the presentation of the
City’s Comprehensive Annual Financial Report.
Governmental Accounting Standards Board (GASB): The independent board that determines Generally
Accepting Accounting Principles. These are the principles used by the City to prepare its annual
audited financial statements.
Governmental Funds: Funds generally financed through taxes, intergovernmental revenues, and other
non-exchange revenues. These funds include the General fund, special revenue funds, the Debt
Service fund, capital project funds, and permanent funds.
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Grants: Contributions or gifts of cash or other assets from another governmental entity to be used or
expended for a specified purpose, activity or facility.
Intergovernmental Revenue: A contribution of assets (usually cash) by one governmental unit or other
organization to another. Typically, these contributions are made to local governments from the State
and Federal governments. Grants are usually made for specified purposes.
Internal Service Fund: Funds used to account for the financing of goods or services provided by one
department or agency to other departments or agencies of the City, on a cost reimbursement basis.
Interfund Loan: Loans between funds.
Iowa Public Employees’ Retirement System (IPERS): Established by the Iowa Legislature in 1953
to provide a secure defined benefit retirement plan for Iowa’s public employees. IPERS
covers all municipal employees, with the exception of sworn police officers and fire fighters.
Levy Rate: The property tax rate stated in terms of dollars and cents for every thousand dollars of
assessed property value.
Market Value: The estimated value of real and personal property based upon the current price at which
both buyers and sellers are willing to do business.
Major Fund: During the preparation of the City’s Comprehensive Annual Financial Report, funds are
evaluated based upon the level of their revenues, expenditures, assets, and liabilities to
determine whether or not they are a major fund. Governmental accounting standards sets forth
the minimum provisions for determining which funds to treat as a major fund. If a fund is
determined to be a major fund, its financial information is presented individually in the City’s
CAFR and cannot be presented as an aggregate with other funds. For budgetary presentation,
all of the City’s funds are presented individually.
Municipal Fire & Police Retirement System of Iowa (MFPRSI): The defined benefit public retirement
system for public safety staff. The System was created by act of the 1990 Iowa Legislature, with
formal operations beginning on January 1, 1992. MFPRSI is administered under the direction of a
Board of Trustees, with representatives from the membership, participating cities, citizens of Iowa
and the Iowa General Assembly under Iowa Code Chapter 411.
Modified Accrual Basis: This is the basis of accounting that the City utilizes as its budgetary basis of
accounting for all funds. The modified accrual basis of accounting uses a current financial resources
measurement focus, which generally includes only current assets and current liabilities on the
balance sheet. This became the City’s budgetary basis of accounting starting in fiscal year 2013.
Moody’s Investors Service: An independent bond rating agency that provides bond rating services for the
City’s bond issues. The City’s current bond rating is Aaa for its long-term General Obligation bonds.
Non-Program: Program costs that do not relate to any one department, but represent costs of a general
City-wide nature.
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Non-spendable Fund Balance: Portion of net resources that cannot be spent because of their form
or because they must be maintained intact.
Ordinance: A formal legislative enactment by the City Council, which implements or amends local law.
Any budgetary change which affects total appropriations, levies, use of reserved appropriations,
personnel authorizations, or duties and powers of appointed officials requires the adoption of an
ordinance.
Other Financing Sources/Uses: Other financing sources and uses include a limited number of special
transactions that are used to account for non-operating revenues/receipts and
expenditures/disbursements. Examples are receipt of loan proceeds, payment of loan principal, and
the sale of capital assets.
Personnel: A category of expenditures used for services rendered by full-time, part-time, and temporary
employees to support the functions of City departments. Costs include salaries, fringes and other
related benefits.
Program: A distinct function of city government which provides services to the public or other city
departments. Legal compliance is met if actual expenditures do not exceed the budgeted
expenditures by program areas: Public Safety, Public Works, Health & Social Services, Culture and
Recreation, Community and Economic Development, General Government, Debt Service, Capital
Projects and Business Type/Enterprises.
Property Tax Levy: A property tax (or millage tax) is a levy on property that the property owner is required
to pay. The amount owed is calculated by applying the property tax rate against the taxable value of
the property as determined by the City Assessor in accordance with State law.
Property Tax Rate: The property tax levy rate that is set by the City Council that is applied against the
assessed taxable value of real and personal property to calculate property tax revenues. This rate is
applied per $1,000 of taxable value.
Proprietary Funds: Funds that are generally financed in whole or in part by fees charged to external parties
for goods or services. These activities are reported as enterprise funds and internal service funds.
Reserves: An account used to earmark a fund balance or a portion of a fund balance for a specific use. A
reserve may be established formally by ordinance or resolution or informally by administrative action.
Restricted Fund Balance: Limitations imposed by creditors, grantors, contributors, laws and regulations
of other governments or laws through constitutional provisions or enabling legislation.
Revenue: Income derived from taxes, fees, grants and charges. In the broader sense, "revenue" refers to all
government income, regardless of source, to fund services.
Revenue Bonds: A bond that is payable from a specific source of revenue and to which full faith and credit
of the city is not pledged.
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Services: A category of expenditures used for the purchase of services provided by individuals, businesses
or agencies who are not in the direct employ of the city.
Self-Supporting Municipal Improvement District (SSMID): An area of contiguous property within the City
that has an additional property tax levy. The added revenue can be used for improvements to the
district, administrative fees, and debt for the cost of improvements.
Special Assessment: A tax levied against a property owner to offset all or part of the cost of public capital
improvements which are deemed to benefit that particular property. Special assessments are
commonly used to finance improvement projects such as street construction, sidewalk construction,
or installation of sewer lines. Special assessments are levied in addition to regular property taxes.
Subsidy: Financial aid given to a governmental unit by another governmental unit. For example, in Iowa
City, the General Fund subsidizes the Airport with property tax monies.
Supplies: A category of expenditures used for the purchase consumable goods and materials that do not
have a depreciable useful life and are less than $5,000.
Tax Incremental Financing District (T.I.F.): A geographical area designated for public end private
development. Public improvements are funded by debt which is repaid through segregating the
increased property taxes resulting from private development.
Taxable Valuation: The amount of the estimated actual property value that is used for levying
property taxes after it is reduced by limitations set under State law.
Tort Liability: A tort is a wrong against an individual or property that is neither a crime nor a violation of a
contract. The City could be found liable or responsible by a court when a tort occurs on City property,
as a result of the actions of a City employee, or the function of a City operated activity. The City
levies a special tax to purchase tort liability insurance and to cover the cost of tort damages for which
the City is found responsible.
Transfers (In/Out): Financial transactions that occur between City funds. Interfund transfers occur between
two separate funds. Intrafund transfers occur within a single fund. Transfers may be for operating or
capital purposes. Transfers “In” are those being received by a fund. Transfers “Out” are those being
sent to another fund.
Unassigned Fund Balance: Residual net resources. Total fund balance in the general fund in
excess of non-spendable, restricted, committed and assigned fund balance.
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